Document Supplementary Pack (Bookmarked) IRED Committee 02 11 22

West Dunbartonshire Council · 2 November 2022
Back to Infrastructure, Regeneration & Economic Development Committee — 2 November 2022 and its agenda

Text extracted from the council's PDF. Layout and reading order may differ from the original.

Original council PDF · Download plain text

Page 1

Supplementary
Agenda
Infrastructure, Regeneration and
Economic Development
Committee
Date: Wednesday, 2 November 2022
Time: 10:00
Format: Hybrid meeting
Contact:  Email: Nicola.moorcroft@west-dunbarton.gov.uk
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 20 October
2022 and enclose copies, for your attention, of the reports relating to Items 11
and 12, which were not available for issue at that time. 
Yours faithfully
PETER HESSETT
Chief Executive
Page 77

Page 2

Note referred to:-
11 INFRASTRUCUTRE, REGENERATION & ECONOMIC 81- 122
DEVELOPMENT BUDGETARY CONTROL REPORT 2022/23
TO PERIOD 5 (31 AUGUST 2022)
Submit report by the Chief Officer – Resources, providing an update
on the financial performance to 31 August 2022 of those services 
under the auspices of the Infrastructure, Regeneration & Economic
Development Committee (IRED).
12 NEW ECONOMIC DEVELOPMENT STRATEGY 2022-2027 123 - 160
Submit report by Chief Officer – Regulatory and Regeneration, providing 
an update on work undertaken during 2021/22 to deliver the previous West
Dunbartonshire Economic Development Strategy 2015-2020 and to obtain
approval for a new Economic Development Strategy for the period 2022-2027.
Page 78

Page 3

Distribution:- 
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 Hazel Sorrell
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:  25 October 2022  
Page 79

Page 4

Page 80

Page 5

WEST DUNBARTONSHIRE COUNCIL 
Report by Chief Officer - Resources 
Infrastructure, Regeneration & Economic Development Committee:
2 November 2022
___________________________________________________________________
Subject: Infrastructure, Regeneration & Economic Development Budgetary
Control Report 2022/23 to Period 5 (31 August 2022)
1. Purpose
1.1 This report provides an update on the financial performance to 31 August
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 £0.454m (3.53%) at the year-end, of
which £0.030m is COVID-19 related, therefore the non-covid variance
is currently projected at £0.424m adverse, and
ii) note the net projected annual position in relation to relevant capital
projects which is highlighting a projected variance of £14.567m
(30.57%) due to slippage of £12.820m (26.91%) and an underspend of
£1.747m (11.99%).
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 £12.819m
was approved for IRED services. Since then there have been various
adjustments and some services have moved outwith the IRED remit and the
revised budget is therefore now £12.876m, as follows:
£m
Starting Position 12.819
Cost of Living Allocation 0.057
Revised  Budget 12.876
ITEM 11
Page 81

Page 6

3.2 Due to the current financial challenges facing the Council, recruitment
restrictions have been implemented, and the filling of vacancies is subject to
active review. For variances linked to this action (beyond the budgeted
turnover targets), in year savings through not filling vacancies, will be
removed from services and held in a central code. This will result in a number
of favourable service variances being removed from services and held
centrally. This will have no impact on the overall projected outturn of the
Council, just on how that outturn is reported. Several service areas, including
those covered by this report, have still to have a final position agreed with the
Chief Officer, so have not been centralised as at period 5, meaning any
favourable variances in relation to their vacancies are still being reported
within the service figures. However this will be updated in future budget
control reports.
3.3 With vacancy savings being removed from service budgets and transferred to
a central budget, other projected overspends identified within services are
now more clearly reported. This demonstrates that, if the Council were only to
meet the budgeted turnover level of vacancies there would be a far more
significant overspend which highlights the extent to which the Council cannot
afford to operate with its current full establishment. 
3.3 The current pay award for staff from 1 April 2022 has been agreed recently.
Any cost beyond the increase assumed in the budget will be required to be
funded. Scottish local authorities are working with CoSLA and the Scottish
Government to ensure adequate funding is available. For the purposes of this
report, it is assumed that the pay award budgeted is adequate and anything
beyond that budgeted will be fully funded.
Capital
3.4 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.
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. It should be noted however that
this assumes a 2% pay award. In light of the most recent pay award
negotiations it is likely that the actual pay award will be higher than 2%. Based
on the current offer being negotiated which is around 5% the increase in cost
would be an additional revenue cost of  £0.887m and capital cost of £0.103m
giving an overall additional cost of £0.990. Of this £0.756m will be covered by
additional Scottish Government funding leaving a balance of £0.230m
unfunded of which £0.171m is revenue and £0.069 is capital.
Page 82

Page 7

4.2 Of the 13 services monitored 7 are showing either a favourable or nil variance,
with 6 services showing an adverse variance. Comments are shown in
Appendix 3 when there are projected net annual variances greater than
£0.050m and also where the net variance is below £0.050m but there are
offsetting variances of over £0.050m within the service.  
4.3 Appendix 1 shows the probable outturn for the services at £13.330m. As the
annual budget is £12.876m there is currently a projected adverse variance for
the year of £0.454m, of which £0.030m is COVID-19 related, therefore the
non-covid variance is currently projected at £0.424m adverse.
4.4 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
4.5 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 £14.567m of which
£12.820m relates to project slippage and an in-year underspend of £1.747m.
Officers review regularly the in-year position to consider options to maximise
the effective use of capital resources
4.6 From the analysis within the appendices it can be seen that there are six
project with forecast slippage over £0.500m, as listed as follows:
Project Slippage £m
Vehicle Replacement 2.217
Vehicle Replacement Strategy 1.000
New West Bridgend Community
Centre 1.063
LUF 5.203
Clydebank Can on the Canal 0.657
Viresco 0.750
5. People Implications
5.1 There are no people implications.
Page 83

Page 8

6. Financial Implications
6.1 Other than the financial position noted above, there are no financial
implications of the budgetary control report. Officers are currently reviewing
budgets and projections with a view to improving the position by financial year
end and progress will be highlighted in future reports to committee.
7. Risk Analysis
7.1 The present variances should be viewed in the knowledge that there are a
number of variable factors which could arise between now and 31 March and
which could affect the year end results for both the revenue and capital
budgets.
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:  11 October 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)
Appendix 3 – Variance Analysis (Revenue)
Page 84

Page 9

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 85

Page 10

WEST DUNBARTONSHIRE COUNCIL APPENDIX 1
REVENUE BUDGETARY CONTROL 2022/23
IRED SUMMARY
MONTH END DATE 31 August 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) (100) (206) 60 -23%  0 60
(592) 223 (519) 73 -12%  0 73
491 400 521 29 6%  0 29
2,932 1,915 2,892 (40) -1%  0 (40)
7,503 3,126 7,503 0 0%  0 0
187 55 169 (17) -9%  0 (17)
(193) (217) (223) (30) 16%  0 (30)
(1,031) (302) (969) 62 -6%  0 62
8,036 3,598 8,311 275 3%  0 275
(2,196) (692) (2,308) (112) 5%  35 (147)
245 604 251 7 3%  (5) 12
Depots 0 120 0 0 0%  0 0
(2,240) 2,978 (2,092) 148 -7%  0 148
12,876 11,707 13,330 454 4%  30 424
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
ITEM 11
Page 86

Page 11

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2022/23
IRED COMMITTEE DETAIL
PERIOD END DATE 31 August 2022
PERIOD 5
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 19,031 7,204 19,154 123 1% 
3,921 Property 3,393 852 3,551 158 5% 
4,547 Transport and Plant 4,571 1,683 4,770 199 4% 
10,643 Supplies, Services and Admin 11,801 3,493 10,892 (909) -8% 
9,414 Payments to Other Bodies 9,369 3,421 9,381 12 0% 
390 Other 557 0 557 0 0% 
47,189 Gross Expenditure 48,722 16,653 48,305 (417) -1% 
(32,144) Income (35,846) (4,946) (34,975) 871 2% 
15,046 Net Expenditure 12,876 11,707 13,330 454 4% 
£000 £000 £000 £000 £000 %
2,006 Employee 1,676 632 1,706 30 2% 
57 Property 49 20 49 0 0% 
59 Transport and Plant 67 28 67 0 0% 
1,329 Supplies, Services and Admin 3,070 403 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 1,083 3,802 (1,060) -22% 
(3,648) Income (5,128) (1,183) (4,008) 1,120 22% 
(197) Net Expenditure (266) (100) (206) 60 -23% 
£000 £000 £000 £000 £000 %
1,721 Employee 1,758 658 1,682 (76) -4% 
93 Property 81 0 84 2 3% 
1,919 Transport and Plant 2,068 735 2,219 151 7% 
509 Supplies, Services and Admin 567 139 585 18 3% 
1 Payments to Other Bodies 0 0 0 0 62% 
0 Other 0 0 0 0 0% 
4,243 Gross Expenditure 4,475 1,532 4,570 95 2% 
(4,626) Income (5,067) (1,310) (5,089) (22) 0% 
(383) Net Expenditure (592) 223 (519) 73 -12% 
£000 £000 £000 £000 £000 %
1,092 Employee 1,003 397 1,108 105 10% 
0 Property 0 0 0 0 0% 
6 Transport and Plant 7 2 7 0 0% 
4 Supplies, Services and Admin 5 1 5 0 1% 
45 Payments to Other Bodies 0 0 0 0 0% 
0 Other 0 0 0 0 0% 
1,147 Gross Expenditure 1,015 400 1,120 105 10% 
(528) Income (524) 0 (599) (76) -14% 
619 Net Expenditure 491 400 521 29 6% 
£000 £000 £000 £000 £000 %
2,707 Employee 2,794 1,027 2,793 (1) 0% 
226 Property 216 130 235 19 9% 
697 Transport and Plant 552 267 557 4 1% 
2,423 Supplies, Services and Admin 2,113 458 2,141 28 1% 
817 Payments to Other Bodies 836 0 836 0 0% 
0 Other 0 0 0 0 0% 
6,871 Gross Expenditure 6,512 1,883 6,563 51 1% 
(4,212) Income (3,580) 32 (3,671) (91) -3% 
2,658 Net Expenditure 2,932 1,915 2,892 (40) -1% 
Service Summary Annual Variance
2022/23
All Services
Corporate Asset Maintenance
Transport, Fleet & Maintenance Services
Consultancy Services
Roads Services
ITEM 11
Page 87

Page 12

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2022/23
IRED COMMITTEE DETAIL
PERIOD END DATE 31 August 2022
PERIOD 5
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 3,126 7,503 0 0% 
0 Other 0 0 0 0 0% 
7,360 Gross Expenditure 7,503 3,126 7,503 0 0% 
0 Income 0 0 0 0 0% 
7,360 Net Expenditure 7,503 3,126 7,503 0 0% 
£000 £000 £000 £000 £000 %
61 Employee 111 19 59 (51) -46% 
84 Property 85 23 109 24 28% 
0 Transport and Plant 0 0 0 0 0% 
113 Supplies, Services and Admin 117 61 117 0 0% 
62 Payments to Other Bodies 45 12 55 10 22% 
0 Other 0 0 0 0 0% 
320 Gross Expenditure 358 114 341 (17) -5% 
(144) Income (171) (59) (171) 0 0% 
176 Net Expenditure 187 55 169 (17) -9% 
£000 £000 £000 £000 £000 %
0 Employee 0 0 0 0 0% 
21 Property 23 4 24 1 3% 
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 5 466 1 0% 
(666) Income (658) (221) (689) (31) -5% 
(220) Net Expenditure (193) (217) (223) (30) 16% 
£000 £000 £000 £000 £000 %
199 Employee 191 81 196 5 3% 
161 Property 166 44 190 24 14% 
0 Transport and Plant 0 0 0 0 0% 
18 Supplies, Services and Admin 18 7 18 (1) -4% 
37 Payments to Other Bodies 33 12 36 2 7% 
0 Other 0 0 0 0 0% 
415 Gross Expenditure 409 145 440 31 8% 
(1,364) Income (1,440) (448) (1,409) 31 2% 
(949) Net Expenditure (1,031) (302) (969) 62 -6% 
£000 £000 £000 £000 £000 %
3,034 Employee 2,850 1,196 3,026 176 6% 
175 Property 146 8 155 8 6% 
1,066 Transport and Plant 1,037 393 997 (40) -4% 
5,275 Supplies, Services and Admin 5,207 2,080 5,314 107 2% 
2 Payments to Other Bodies 22 40 40 19 86% 
0 Other 0 0 0 0 0% 
9,551 Gross Expenditure 9,263 3,717 9,533 270 3% 
(1,118) Income (1,227) (120) (1,222) 5 0% 
8,434 Net Expenditure 8,036 3,598 8,311 275 3% 
Grounds Maintenance & Street Cleaning Client
Outdoor Services
Crematorium
Burial Grounds
Waste Services
Page 88

Page 13

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2022/23
IRED COMMITTEE DETAIL
PERIOD END DATE 31 August 2022
PERIOD 5
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 1,235 445 1,179 (56) -5% 
1,794 Property 1,769 455 1,795 26 1% 
3 Transport and Plant 8 2 7 (1) -11% 
74 Supplies, Services and Admin (39) 3 (39) 0 -1% 
47 Payments to Other Bodies 42 10 42 0 0% 
0 Other 0 0 0 0 0% 
3,056 Gross Expenditure 3,015 916 2,984 (30) -1% 
(2,968) Income # (5,211) (1,607) (5,292) (82) -2% 
88 Net Expenditure (2,196) (692) (2,308) (112) 5% 
£000 £000 £000 £000 £000 %
620 Employee 989 374 980 (9) -1% 
489 Property 22 9 23 1 5% 
2 Transport and Plant 4 0 0 (4) -100% 
13 Supplies, Services and Admin 16 3 14 (2) -13% 
618 Payments to Other Bodies 444 221 426 (18) -4% 
0 Other 0 0% 
1,743 Gross Expenditure 1,476 607 1,443 (33) -2% 
(976) Income (1,231) (3) (1,192) 39 3% 
767 Net Expenditure 245 604 251 7 3% 
£000 £000 £000 £000 £000 %
0 Employee 0 0 0 0 0% 
485 Property 504 115 525 21 4% 
0 Transport and Plant 0 0 0 0 0% 
16 Supplies, Services and Admin 15 5 16 1 6% 
0 Payments to Other Bodies 0 0 0 0 0% 
0 Other 0 0 0 0 0% 
501 Gross Expenditure 519 120 541 22 4% 
(501) Income (519) 0 (541) (22) -4% 
0 Net Expenditure 0 120 0 0 0% 
£000 £000 £000 £000 £000 %
5,696 Employee 6,425 2,375 6,425 0 0% 
334 Property 332 44 362 30 9% 
796 Transport and Plant 827 256 916 89 11% 
869 Supplies, Services and Admin 712 331 741 29 4% 
0 Payments to Other Bodies 0 (0) (0) (0) 0% 
390 Other 557 0 557 0 0% 
8,085 Gross Expenditure 8,852 3,005 9,000 148 2% 
(11,393) Income (11,091) (27) (11,091) 0 0% 
(3,308) Net Expenditure (2,240) 2,978 (2,092) 148 -7% 
Economic Development
Depots
Ground Maintenance & Street Cleaning Trading A/c
Corporate Assets /Capital Investment Programme
Page 89

Page 14

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) (519) 73 -12% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Consultancy Services 491 521 29 6% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
31 August 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. This will be partly offset by reduced
subcontractor expenditure.
None - Although service will endeavour to reduce the adverse variance
where possible through service efficiency
Surplus to be less than target
Surplus slightly less than target
A small adverse variance is anticipated.
Employee costs are adverse due to the extension of fixed term contracts
which is partially set off by a favourable variance in staff recharges.
Transport services across WDC
There is a favourable variance (£76k) against employee costs due to a
number of vacancies. However this is more than offset by higher fuel costs
(£148k), which will follow through to higher recharges to services.
Favourable variance from diesel recharges is less than the adverse
variance from higher prices as initial income target was too high.
The level of internal recharges is under review
This service provides the architectural support to WDC
The level of internal recharges is under review
ITEM 11
Page 90

Page 15

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 %
31 August 2022
Budget Details
Variance Analysis
Variance
Outdoor Services 187 169 (17) -9% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
This service covers the outdoor sporting facilities provided by WDC and
public conveniences
Employee costs are favourable (£51k) because of a number of vacancies.
This favourable variance has offset the adverse variance against
electricity/gas (£24k).
none necessary
small favourable variance
Page 91

Page 16

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 %
31 August 2022
Budget Details
Variance Analysis
Variance
Ground Maintenance & Street Cleaning
Trading A/c (2,240) (2,092) 148 -7% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Crematorium (1,031) (969) 62 -6% 
Service Description This service provides crematorium services within the Council area
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Waste Services 8,036 8,311 275 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 increased gas/electricity costs (£17k).
Fuel (£57k) , vehicle maintenannce (£21k), tyres (£13k) and plant/seed
costs (£30k) have increased to a level not anticipated when the budget was
set.
None possible at this time
An adverse variance is anticipated
Overspend anticipated
Gas costs are higher than budgeted (£25k) while income is projected to be
less than budgeted (£31k) . There is a small overspend on employee costs
(£5k) as turnover targets have not been achieved.
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 (£73k) , skip hire
(£19k) , electricity (£6k) and waste transfer consultancy costs (£32k) are
greater than anticipated when the budgets were set. These have been
partly offset by reduced vehicle hires (£39k).
An adverse variance is anticipated
Page 92

Page 17

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 %
31 August 2022
Budget Details
Variance Analysis
Variance
Corporate Assets /Capital Investment
Programme (2,196) (2,308) (112) 5% 
Service Description This service provides asset and estate management
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
The favourable variance is due mainly to increased rents anticipated from
the Artizan Centre which is partially offset by a reduction in income
anticipated from Clyde Regional Centre. There is also a favourable variance
in employee costs due to a current vacancy
Income and expenditure will continue to be monitored throughout the year.
Favourable variance anticipated at year end
Page 93

Page 18

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
20 25% 7,554 24% 20 25% 1,201 60%
Amber
0 0% 0 0% 0 0% 0 0%
Green
59 75% 23,536 76% 59 75% 813 40%
79 100% 31,090 100% 79 100% 2,014 100%
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
37,178 7,554 37,210 32 17,102 1,201 4,572 (12,531) (11,927) (603) 0% -73%
0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0!
121,500 23,536 119,542 (1,958) 30,544 813 28,508 (2,036) (893) (1,144) -2% -7%
158,678 31,090 156,753 (1,925) 47,646 2,014 33,080 (14,567) (12,820) (1,747)
31 August 2022
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
% Project
Spend at
RAG Status
5
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
TOTAL EXPENDITURE
Project Life Financials Current Year Financials
Red
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 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
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
ITEM 11
Page 94

Page 19

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 61 3 5% 61 (0) 0%
Current Year Financials 55 0 0% 5 (50) -91%
Project Description
Project Manager Steven Milne/ John McKenna
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
2
Project Life Financials 342 237 69% 347 5 1%
Current Year Financials 110 0 0% 20 (90) -82%
Project Description
Project Manager Steven Milne/ John McKenna
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
3
Project Life Financials 290 63 22% 290 0 0%
Current Year Financials 216 0 0% 50 (166) -77%
Project Description
Project Manager Steven Milne/ John McKenna
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 31-Mar-23
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Order raised for chimney inspection. Project team established. Await appointment of M&E consultant being procured via quick quote by
project QS. Works will be carried out in 2023-2024. Expect only design fees and survey fees and retention for St Marys to be paid this
year.
Mitigating Action
None available at this time.
Anticipated Outcome
Retention for St Mary's Primary School and design fees this year. Insufficient budget available to carry out Hub works.
Anticipated Outcome
Main Issues / Reason for Variance
Existing controls have been found to be obsolete and not compatible with a new AHU controls. Additional timelines and work involved.
Design team established and project specification being compiled.
Mitigating Action
All works to be complete in one tender package.
Planned End Date Forecast End Date
Forecast End Date
Mitigating Action
Opportunities to mitigate are limited at this stage.
Anticipated Outcome
Complete in 2023/24.
Installation of Solar PV at Clydebank Leisure Centre
Installation of Solar PV at Clydebank Leisure Centre.
Planned End Date
Main Issues / Reason for Variance
Specification delayed due to other priority works. Expect full spend in 2023-2024.
Replace obsolete boilers (plant greater than 30 years old).
Replace obsolete boilers (plant greater than 30 years old).
Planned End Date
Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing
Forecast End Date
Main Issues / Reason for Variance
All works to be completed next financial year 2023/24.
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.
ITEM 11
Page 95

Page 20

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Installation of Solar PV at Clydebank Leisure Centre4
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
5
Project Life Financials 344 86 25% 344 0 0%
Current Year Financials 258 0 0% 15 (243) -94%
Project Description
Project Manager Steven Milne/ John McKenna
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
6
Project Life Financials 160 0 0% 160 0 0%
Current Year Financials 152 0 0% 80 (72) -47%
Project Description
Project Manager Steven Milne/ John McKenna
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
Project delivered within budget.
Mitigating Action
None available at this time
Anticipated Outcome
Anticipate some spend this year and the remainder to be rephased into 2023/24.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Initial survey works have commenced at HUB CEC. It has been agreed that OLSP will be the next BAM operated school that we will
install solar PV. Await proposals and costings. Works will cross into next financial year.
Mitigating Action
None available at this time
Upgrade obsolete heating controls (BEMS) across Council estate
Upgrade obsolete heating controls (BEMS) across Council estate.
Planned End Date Forecast End Date
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.
Anticipated Outcome
Energy Projects quick wins
Spend to Save projects.
Planned End Date Forecast End Date
Zero Carbon Fund
Zero Carbon Fund.
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.
Page 96

Page 21

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Installation of Solar PV at Clydebank Leisure Centre7
Project Life Financials 750 0 0% 0 (750) -100%
Current Year Financials 750 0 0% 0 (750) -100%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Dec-22 30-Jun-23
8
Project Life Financials 747 0 0% 747 0 0%
Current Year Financials 747 0 0% 90 (657) -88%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Dec-22 30-Jun-23
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 has been confirmed as April 2023. The budget will slip into 2023-2024 however some spend on
design development expected in the current financial year.
Mitigating Action
None available at this time.
Anticipated Outcome
New community-run activities centre in Clydebank Town Centre.
Clydebank Can On The Canal
New activities centre in Clydebank Town Centre.
Planned End Date Forecast End Date
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.
Mitigating Action
None available at this time.
Anticipated Outcome
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.
Repurposing and restoration of B listed former St Andrew's church in Alexandria for community arts uses.
Planned End Date Forecast End Date
Page 97

Page 22

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Installation of Solar PV at Clydebank Leisure Centre9
Project Life Financials 22,100 1,821 8% 22,100 (0) 0%
Current Year Financials 7,465 53 1% 2,262 (5,203) -70%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-25 31-Mar-25
10
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
11
Project Life Financials 750 765 102% 765 15 2%
Current Year Financials 86 101 118% 101 15 18%
Project Description
Project Manager Michelle Lynn/ Craig Jardine
Chief Officer Angela Wilson
Project Lifecycle 31-Mar-22 31-Mar-23
Main Issues / Reason for Variance
Project now complete.
Mitigating Action
None available at this time.
Anticipated Outcome
Project delivered on budget.
Holm Park & Yoker Athletic FC
Develop a new 3G pitch to act as a home venue for Clydebank FC with extensive community
Planned End Date Forecast End Date
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
Main Issues / Reason for Variance
Project completed over budget due to ground conditions on site. Final costs now charged.
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. Update due to IRED September 2022.
Mitigating Action
None available at this time.
Anticipated Outcome
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
Redevelopment of the Dumbarton Town Centre
Page 98

Page 23

Page 24

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Installation of Solar PV at Clydebank Leisure Centre14
Project Life Financials 2,646 3,402 129% 3,402 756 29%
Current Year Financials 910 1,036 114% 1,036 126 14%
Project Description
Project Manager Ian Bain
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-22 31-Mar-23
15
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
16
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
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.
Anticipated Outcome
Extension to existing cemetery providing a sustainable burial environment.
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.
Planned End Date Forecast End Date
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 Covid, Brexit and
supply chain issues. A forecast is uncertain at this time pending discussions and negotiations with the contractor however additional
budget will be required to complete this project.
Vale of Leven Cemetery Extension
Extension of existing cemetery in Vale of Leven.
Planned End Date Forecast End Date
Mitigating Action
None required at this time.
Anticipated Outcome
New all weather running track and gymnasium.
Anticipated Outcome
To improve journey times and reliability of bus services.
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 required at this time.
Bus Rapid Deployment Fund
Funding has been awarded from Sustrans to assist with social distancing measures required as a
result of the COVID-19 pandemic.
Page 100

Page 25

Page 26

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
Installation of Solar PV at Clydebank Leisure Centre20
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
Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles,
10 year light vehicles).
Anticipated Outcome
Replacement of fleet within budget.
Planned End Date Forecast End Date
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.
Page 102

Page 27

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
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 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
Mitigating Action
None required.
Anticipated Outcome
Anticipate some spend this year and the remainder to be rephased into 2023/24.
Automatic Meter Readers - Water
Automatic Meter Readers.
Planned End Date Forecast End Date
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
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
Main Issues / Reason for Variance
Further works ordered. Expect full spend by 31 March 2023.
Anticipated Outcome
Physical works being carried out by 31/3/23.
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.
Mitigating Action
None available at this time.
Replace existing main hall Air Handling unit at Clydebank Town Hall
Replace existing main hall Air Handling unit at Clydebank Town Hall.
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
ITEM 11
Page 103

Page 28

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
4
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
5
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
6
Project Life Financials 2,188 66 3% 1,651 (538) -25%
Current Year Financials 1,651 66 4% 1,250 (401) -24%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 31-Mar-24
Water Meter Downsize.
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
Mitigating Action
None available at this time.
Anticipated Outcome
Improved town centres and strategic sites across West Dunbartonshire.
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.
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.
Initial works planned to be done at Knoxland and Gavinburn Primary schools during the October school holiday.
Mitigating Action
None available at this time.
Anticipated Outcome
Works complete 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 when the existing AMR contract requires
renewal. Expect full spend.
Mitigating Action
None required
Water Meter Downsize
Page 104

Page 29

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
7
Project Life Financials 9,782 4,948 51% 9,797 15 0%
Current Year Financials 2,223 50 2% 2,075 (148) -7%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
8
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
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 31-Mar-23
9
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
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 31-Mar-23
Anticipated Outcome
Progress towards delivery of planned projects from Economic Development Strategy and Charrette Action Plans albeit later than originally
anticipated.
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.
Mitigating Action
None available at this time.
Anticipated Outcome
Regenerated Town Centres.
Mitigating Action
Programme involves  expenditure over a number of projects led by different services. Regular reporting between services will help early
identification of risk.
Anticipated Outcome
Place-based improvements that advance Scottish Government's priorities of 20 minute neighbourhoods and carbon zero.
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.
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.
Planned End Date Forecast End Date
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.
Regeneration Fund
Funding to implement major regeneration projects linked to community charrettes. 
Page 105

Page 30

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
10
Project Life Financials 125 68 55% 125 0 0%
Current Year Financials 69 12 17% 69 0 0%
Project Description
Project Manager Gillian McNamara
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 30-Jun-23
11
Project Life Financials 11,220 0 0% 11,220 0 0%
Current Year Financials 3,720 0 0% 3,720 0 0%
Project Description
Project Manager Patricia Rowley/ Craig Jardine
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
12
Project Life Financials 34,050 2,774 8% 34,049 (1) 0%
Current Year Financials 986 94 10% 986 (0) 0%
Project Description
Project Manager Patricia Rowley/ Craig Jardine
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-27 31-Mar-27
Mitigating Action
None required.
Anticipated Outcome
Delivery of the project on time and within the increased budget.
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.
Main Issues / Reason for Variance
Network expansion to GJNH (Golden Jubilee National Hospital) will commence pending approval to proceed by the GJNH Board.
Mitigating Action
None available at this time.
Anticipated Outcome
Project will be delivered on budget.
District Heating Network Expansion
District Heating Network Expansion.
Planned End Date Forecast End Date
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.
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.
Exxon City Deal
As part of the City Deal project the WDC Exxon site at Bowling regeneration with alternative A82 route
included.
Page 106

Page 31

Page 32

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
16
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
17
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
18
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
Anticipated Outcome
Project delivered within budget.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Welfare Units will be purchased by the end of the financial year.
Mitigating Action
None available at this time.
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.
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
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
To deliver new sports changing facility.
Planned End Date Forecast End Date
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. Demolition works complete and waiting for a date for installation.
Mitigating Action
None available at this time.
New Sports Changing Facility at Lusset Glen in Old Kilpatrick
New Sports Changing Facility at Lusset Glen in Old Kilpatrick
Page 108

Page 33

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
19
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
20
Project Life Financials 405 7 2% 405 0 0%
Current Year Financials 405 7 2% 405 0 0%
Project Description
Project Manager Ian Bain
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-23 31-Mar-23
21
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
Mitigating Action
None required at this time.
Anticipated Outcome
Improvements to the environment of West Dunbartonshire.
Environmental Improvement Fund
This fund has been created to deliver environmental improvement projects for communities throughout West
Dunbartonshire.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Remaining budget rephased from 2021/2022 to progress with tree planting in 2022/2023 in line with the Councils Climate Change and
Biodiversity action plans. Full budget spend anticipated.
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
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
2022/2023.
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.
Anticipated Outcome
Project delivered within budget.
Elevated Platforms (Building Services)
Elevated Platforms (Building Services).
Planned End Date Forecast End Date
Page 109

Page 34

Page 35

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
25
Project Life Financials 1,365 59 4% 1,365 (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
26
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
27
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
Development of play areas to improve accessibility and inclusiveness of play areas throughout West Dunbartonshire. Projects are being
developed for implementation over the next five years.
Mitigating Action
None required at this time.
Anticipated Outcome
Renewal of play parks
Play Parks Grant Funding
Renew and replace play park equipment
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Large bins for high traffic areas (pilot)
Supply and install extra large litter bins as a pilot project within hotspot problem areas.
Planned End Date Forecast End Date
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. Application will be submitted to Sport Scotland for match funding.
Project to commence April 2023 and works to be complete by November 2023.
Mitigating Action
None required at this time.
Anticipated Outcome
Mountain bike track
Main Issues / Reason for Variance
Supply and install extra large litter bins as a pilot project within hotspot problem areas. Project will commence when the order is received and
completion is anticipated by March 2023.
Mitigating Action
None required at this time.
Anticipated Outcome
Large bins provided for high traffic areas
Page 111

Page 36

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
28
Project Life Financials 228 0 0% 228 0 0%
Current Year Financials 228 0 0% 228 0 0%
Project Description
Project Manager Ian Bain
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-23 31-Mar-23
29
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
30
Project Life Financials 683 6 1% 566 (117) -17%
Current Year Financials 683 6 1% 566 (117) -17%
Project Description
Project Manager Derek Barr
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-23 31-Mar-23
Nature Restoration Fund
Nature resource for Faifley Community
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Nature resource for Faifley Community
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.
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
Mitigating Action
None required at this time.
Anticipated Outcome
To provide people of West Dunbartonshire additional space to help adhere to social distancing guidelines.
Funding received from Nature Restoration Fund to build nature resource for Faifley community has been completed and additional funding has
been received and projects are currently being developed and to be delivered by March 2023.
Mitigating Action
None required at this time.
Anticipated Outcome
Forecast End Date
Main Issues / Reason for Variance
The programme is now complete and there will be no further expenditure.
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
Page 112

Page 37

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
31
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
32
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
33
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
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.
Forecast End Date
Main Issues / Reason for Variance
Projects and locations still to be decided.
Anticipated Outcome
To improve Footways in West Dunbartonshire.
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.
Mitigating Action
None required at this time.
Anticipated Outcome
To improve Footways in West Dunbartonshire.
Additional Pavement Improvements
Extra funding to accelerate pavement maintenance and improvements across West Dunbartonshire.
Footways/Cycle Path Upgrades
Renewal and/or enhancement of failed footpaths/cycle paths through West Dunbartonshire.
Planned End Date
Mitigating Action
None required at this time.
Anticipated Outcome
Traffic calming to be installed in Dumbarton East.
Turnberry Homes - traffic calming/ management at Turnberry housing development off Castle Road
Page 113

Page 38

Page 39

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
37
Project Life Financials 149 19 13% 149 0 0%
Current Year Financials 149 19 13% 149 0 0%
Project Description
Project Manager Raymond Walsh
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-23 31-Mar-23
38
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
39
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
Main Issues / Reason for Variance
Work will be undertaken during this financial year for A8014 Kilbowie Road, Balloch Station Park & Ride and Bus Infrastructure Improvements.
A814 Congestion measures contractor arrived on site mid-August. Works are progressing well and completion expected by the end of December
2022 . All of these projects will be undertaken by Roads Services.
Mitigating Action
None required at this time.
Anticipated Outcome
Improve accessibility to Public Transport and improve journey time reliability.
Anticipated Outcome
Project should be completed within budget.
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
Planned End Date Forecast End Date
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.
Mitigating Action
None required at this time.
Anticipated Outcome
Intention is to complete works within budget.
River Leven Flood Prevention Scheme
River Leven Flood Prevention Scheme.
Infrastructure - Flooding
Essential renewal of failed drainage assets to minimise flood risk within West Dunbartonshire.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Small value projects to tackle flooding events in various areas.
Page 115

Page 40

Page 41

Page 42

Page 43

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
49
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
50
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
51
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
Purchase of Roads plant and equipment.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
New Plant to be purchased
Mitigating Action
None required.
Anticipated Outcome
To purchase equipment.
Traffic Signal Upgrades
Upgrade Traffic Signals
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Roads Plant
Projects and locations to be decided.
Mitigating Action
None required.
Anticipated Outcome
To upgrade traffic signals.
Mitigating Action
None required.
Anticipated Outcome
Resurface footways.
Footway Resurfacing (RAMP)
Footway resurfacing
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Projects and locations to be decided.
Page 119

Page 44

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
52
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
53
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
54
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
Roads improvements
Various road improvement projects
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Projects and locations to be decided.
Mitigating Action
None required.
Anticipated Outcome
Improvements to roads
Street sign renewal
Renewal of street signs
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Projects and locations to be decided.
Mitigating Action
None required.
Anticipated Outcome
Renewal of street signage.
Pavement improvements
Various pavement improvement projects.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Projects and locations to be decided.
Mitigating Action
None required.
Anticipated Outcome
Improvement to pavements.
Page 120

Page 45

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
55
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
56
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
57
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
58
Project Life Financials 160 71 44% 160 0 0%
Current Year Financials 80 71 88% 80 0 0%
Project Description
Project Manager Kenny Lang
Chief Officer Gail MacFarlane
Project Lifecycle 31-Mar-23 31-Mar-23
Main Issues / Reason for Variance
Delivery delayed by the supplier. 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
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.
Water Safety
To develop Water Safety Policy & enhance water safety equipment in WDC
Planned End Date Forecast End Date
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.
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.
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.
Page 121

Page 46

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 5
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 August 2022
Budget Details
Project Life Financials
Spend to Date Variance
59
Project Life Financials 1,150 1,136 99% 1,150 (0) 0%
Current Year Financials 26 12 45% 26 0 0%
Project Description
Project Manager Michelle Lynn/ Craig Jardine
Chief Officer Angela Wilson
Project Lifecycle 31-Mar-22 30-Apr-22Planned End Date Forecast End Date
Main Issues / Reason for Variance
Project complete and final account to be agreed.
Mitigating Action
None required.
Dalmonach CE Centre
To create new community facilities with additional space for early years provisions.
Anticipated Outcome
To create new community facilities with additional space for early years provisions.
Page 122

Page 47

WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer, Regulatory & Regeneration
Infrastructure Regeneration and Economic Development Committee:
2 November 2022
___________________________________________________________________
Subject: New Economic Development Strategy 2022-2027
1. Purpose
1.1 The purpose of this report is to provide Committee with an update of work
undertaken during 2021/22 to deliver the previous West Dunbartonshire
Economic Development Strategy 2015-2020 and to obtain approval for a new
Economic Development Strategy for the period 2022-2027.
2. Recommendations
2.1 The Committee is invited to:
(i) Note the work activity undertaken during 2021/22 to deliver the
previous West Dunbartonshire Economic Development Strategy 2015-
2020;
(ii) Approve the new Economic Development Strategy for the period 2022-
2027.
3. Background
3.1 Over the last couple of years COVID-19 has had a significant impact on the
economic climate and as a result officers have had to prioritise the delivery
and distribution of Scottish Government Covid grants to support the
community and local businesses. This has in turn led to a delay in the
development of a new Economic Development Strategy for the local area.
3.2 The economic climate continues to face many challenges, these include the
ongoing recovery from the Covid pandemic, the implications of Brexit, rising
energy costs, rising inflation generally, and the impact of the war in Ukraine.
3.3 A new Economic Development Strategy has been developed which will
provide an updated economic vision and strategic priorities for West
Dunbartonshire for a further five year period from 2022-2027. The new
Strategy aligns with the Council’s proposed new Strategic Plan, the Glasgow
City Regional Economic Strategy and the Scottish Government’s National
Strategy for Economic Transformation, Delivering Economic Prosperity.
3.4 This report also provides committee with an update on the work activity
undertaken during 2021/22 to deliver the previous Economic Development
ITEM 12
Page 123

Page 48

Strategy 2015-2020 which was approved by the Infrastructure, Regeneration
& Economic Development Committee in September 2015.
4. Main Issues
4.1 An updated economic vision has been developed for the new Economic
Development Strategy 2022-2027 which is:
‘By 2027, West Dunbartonshire will have an inclusive and vibrant
economy through the creation of fairer jobs, a drive towards net Zero,
and the development of prosperous places in partnership with our
communities and businesses’.
4.2 A number of key strategic priorities have also been updated to assist us to
achieve this vision, these are:
• Stimulating economic investment and growing the business base;
• Establishing an inclusive economy by improving the skills of our people and
supporting them into work;
• Creating a prosperous place where people choose to live, work, visit and
invest;
• Addressing climate change and supporting a green recovery;
• Building stronger partnerships and new approaches to delivery.
4.3 A copy of the new proposed Economic Development Strategy 2022-2027 is
attached in Appendix 1 for approval. Once the new strategy has been
approved an action plan will be developed and brought to a future Committee
for approval. The action plan will detail the key actions and performance
measures necessary to achieve our new vision and will build on the
foundations established in our 2015-20 Economic Development Strategy.
4.4 Further detail on the work activity undertaken to deliver the Economic
Development Strategy 2020-2025 during 2021/22 under each of the priority
themes is provided in sections 5-9 of this report.
4.5 Our previous strategic approach focused on the four key themes listed below:
• Stimulating economic investment and growing the business base;
• Improving the skills of all our people and supporting them into work;
• Creating an inclusive and prosperous place where people choose to live, work
and invest; and
• Building stronger partnerships and innovative approaches to delivery.
5. Stimulating economic investment and growing the business base
5.1 During 2021/22, the Business Support team successfully administered a
range of Coronavirus Business Support Grant funds on behalf of the Scottish
Government. Last year in total, the team provided 1,716 grants totalling over
£3.2 million to local businesses/individuals to provide them with critical
Page 124

Page 49

financial support to assist with Covid restrictions. The grants provided
businesses with financial support through the following funds:
• Discretionary Fund;
• Hospitality Fund;
• Nightclub and Brewery Fund;
• Public House Table Service Fund;
• Route map Extension Fund;
• Self-Catering Exclusive Use Fund;
• Strategic Framework Top Up Fund;
• Taxi and Operator Fund;
• Taxi and Private Hire Vehicle Driver & Operator Support Fund; and
• Ventilation Fund.
5.2 The Council’s Business Support team provides a range of discretionary
business grants to local businesses to assist them to grow and create local
jobs. During 2021/22:
• 81 businesses have been supported with grant support to assist them to
grow and create local jobs;
• 84 business employees have been supported with a training grant to assist
with training costs;
• 42 businesses have received a start-up grant to assist them to start-up
their own business.
5.4 The Business Gateway service has been successfully delivered by the
Council’s Business Support team since 1 October 2015. Although the team
had a continuing focus over the last year on the administration and delivery of
essential Covid grant support to local businesses, the team also continued to
provide an advisory service to our local start-up and growth businesses. In
2021/22 the Business Gateway service provided:
• 201 businesses with start-up assistance;
• 35 start-ups with growth potential were given early stage growth support;
• 42 businesses with action plans through growth advisory service support.
5.5 Business start-up numbers of 201 for 2021/22 have remained broadly
consistent with the previous year’s figure of 200. The Scottish Local
Government Benchmarking website provides information on the number of
Business Gateway start-ups per 10,000 populations for each Local Authority
area. The most recent data from 2020/21 shows West Dunbartonshire are
ranked 5th out of the 32 Local Authorities. During 2020/21, West
Dunbartonshire supported 22.3 start-ups per 10,000 population which
compares favourably with the figure of 11.2 start-ups per 10,000 population
for the whole of Scotland.
5.6 The Business Gateway service also delivers a variety of free business
workshops to provide advice to start-ups and established businesses. These
Page 125

Page 50

workshops include areas such as business planning, marketing and financial
planning. During 2021/22, 33 workshops were held with 185 clients attending.
5.7  The Business Support team are responsible for the management and delivery
of the Digital Boost Programme which aims to deliver Information and
Communications Technology advice to businesses in the form of workshops
and one-to-one expert advice. This is a Scottish Government Nationally
funded project which from July 2017 has been managed and procured by
West Dunbartonshire Council for both West and East Dunbartonshire Council
areas. During 2021/22, there were 9 one-to-one specialist sessions delivered
in the West Dunbartonshire Council area and 10 within the East
Dunbartonshire Council area. Further funding for Phase 7 has been secured
from Scottish Government to deliver similar activity for the year 2022/23.
5.8  A Business survey has recently been undertaken with the businesses that
received a business growth grant during 2021/22 to evaluate the effectiveness
of the Council’s Business Growth Grants. So far, the survey has had a
response rate of 57% (16 responses) and feedback received shows that the
Council’s business growth grants have assisted with the creation of 27 jobs
and helped to safeguard 90 jobs within the local area. 100% of businesses
that have responded also advised that the grant support has helped them to
increase their turnover making them more sustainable. During 21/22, £56,258
of business growth grant support was provided to 28 local businesses which
levered an additional £251,068 of private investment into the local area.
5.9 A High Growth Start-Up Challenge Fund has been developed in partnership
with the Working4Business group to support the growth of start-up businesses
that show high growth potential in West Dunbartonshire. The Challenge Fund
will provide a competitive grant award of up to £5,000 to high growth start-ups
that can evidence the potential to grow and create employment within West
Dunbartonshire. The fund is open for applications and will close on 28th
October 2022. Working4Business partners have agreed to assist with the
scoring and panel interviews for the fund.
6. Improving the skills of all our people and supporting them into work
6.1    Working4U is an integrated service that supports clients and communities in
West Dunbartonshire to improve their skills, learning and financial situations,
assisting all on their progress into work and protecting the rights of our
citizens. During the period April 2021 to March 2022 we continued to deliver
services that were subject to compliance with health restrictions due to
COVID-19. As such, while our services were reduced. We nevertheless
continued to support people through our ‘Virtual Hubs’. We complemented
this with face to face services where this was appropriate and risks were
properly managed. Our activities continued to centre on: 
• the provision of information, guidance, and support to help residents to make
informed choices about debt and money, learning and employment
opportunities and enjoy improved life chances;
Page 126

Page 51

• the provision of good quality advice and learning assisting them to make
positive and sustained contributions to their community; and
• Improving the employability and resilience of local residents and making a
positive contribution towards increasing employment rates within our
community to close the gap with Scotland employment rates.
6.2     The specialist components of Working4U’s services include the
Learning service which primarily supports disadvantaged or vulnerable groups
and individuals of all ages to engage in learning. Our aim is to bring about
positive change in their lives and communities. The learning and employability
service are key components of the Employability Pathway. This covers a wide
range of activity, such as employability skills, youth work, family and adult
learning. It also includes adult literacy and English for Speakers of Other
Languages (ESOL) as well as individual capacity building to develop
confidence and self-esteem. Despite the impact of COVID-19 restrictions in
2021/22 we supported:
• 993 people to enter education or training; and
• 498 people to secure a nationally recognised qualification.
6.3   Information and Advice is set within the policy context that is designed to
support a flourishing Scottish economy. Working4U contributes to this aim
through the provision of debt counselling and welfare benefit advice. During
2021/2022 we supported local residents to: 
• secure £7.2million through benefit maximisation by the provision of  advice
and support; and
• renegotiate and manage £2.49million of debt.
6.4    Employability encompasses aspects that enable people to increase their
chances of getting a job, staying in a job, and progressing further in work. The
Council is responsive to those people in our communities with the greatest
need and our drive to real jobs is pursued in partnership with organisations,
agencies and employers that share our values. In 2021/22, despite the
constraints placed on us by COVID-19 health controls, Working4U supported
294 residents to secure employment. 
6.5    West Dunbartonshire Council has created a £1m Apprenticeship Investment
Fund to support apprenticeships over a four years period from 2018 to 2022.
The fund will see £0.250m spent in each of the four years to recruit
apprentices across a range of Council services and positions within the
Private sector. In addition to traditional apprenticeships, we will contribute to
workforce development in West Dunbartonshire Council. In 2021/22, 288
Apprenticeship opportunities were supported.
7. Creating an inclusive and prosperous place where people choose to
live, work and invest
Page 127

Page 52

7.1   Availability of good quality homes and a choice of tenures is a fundamental
component of placemaking.  The latest draft strategic housing investment
programme 2022-27 (identifies 755 homes to be developed by the Council
and our Registered Social Landlord partners leveraging an estimated
£55.8million of grant funding from the Scottish Government over the five years
of the plan.   We have high levels of housing need in West Dunbartonshire
and therefore we will work closely with colleagues in other teams to deliver
more housing of all tenures and ensure that our housing is the best it can be
across the council area. We will continue to work with our colleagues to
review the private housing market and ensure there is an adequate supply of
private housing sites.   Any investment in housing reaps rewards beyond the
home itself and in addition to this our procurement processes include
significant community benefits including apprenticeships, school engagement
and investment in community spaces such as gardens, and to improve the
resilience of town centres and to create 20 minute neighbourhoods.
7.2   The Local Economic Development annual Capital Budget of £1m plays an
important role in developing shovel ready projects that can attract external
funding as those opportunities arise. The budget is also used as match
funding to lever in external funding; recent examples of which include the
Scottish Government/European Green Infrastructure funded Melfort Park at
the former St Eunan’s primary school site and  Regeneration Capital Grant
Funded Clydebank Can on the Canal Activities Centre. LED has funded long
term visioning for our towns and communities, as demonstrated in the
Alexandria Masterplan and Clydebank Town Centre Development
Framework. The Regeneration Fund of £12.4m was agreed at Council on 28
October 2015 to support development and regeneration projects where a
return would be achieved, whether in terms of wider economic growth or
financial returns. To date, Regeneration Fund has been invested in several
initiatives including the further development of the innovative District Heating
Centre at Queens Quay. Regeneration Fund will also part-fund the
repurposing of Glencairn House as a library, museum and community space,
Connecting Dumbarton and the proposed Scottish Marine Technology Park at
Carless.
7.3  The Council’s investment of £15.62m in Queens Quay over the past five
years has helped fund the infrastructure needed to prepare the site for
redevelopment. In collaboration with the development partners, good progress
has been made on key developments, including the completion of the energy
centre, new Care home, Wheatley developed flats and the new NHS
Clydebank health centre as well as the Titan Boulevard. Housing
development plots are being marketed to fulfil the ambition of delivering 1,000
new homes on Queens Quay. The redevelopment of this site will be
transformational for all our communities in Clydebank and through
implementation of Clydebank Town Centre Development Framework stronger
links with the town centre and public transport will follow.
7.4   The West Dunbartonshire Energy centre started delivering heat in November
2020. The Leisure centre, Care Home, Titan Enterprise, and Aurora House
Page 128

Page 53

were the first four customers connected. The District Heating network is
performing well and the newly established West Dunbartonshire Energy LLP
is overseeing its growth. The 147 Wheatley flatted units on Titan Boulevard
are currently connected as the development nears its completion and we are
progressing with Clydebank Housing Association for flats on Dumbarton road
seeking to connect. Positive discussions continue to secure funding to
connect West College Scotland, the Golden Jubilee Hospital, and agreement
to connect the Clydebank Health centre. The Council are also pursuing
funding from the Scottish Government Green Growth Accelerator fund to
enable expansion and connection to the Dalmuir flats. Officers continue to
work with the Queens Quay landowners to bring in 1,100 new homes at the
former John Brown Shipyard. The Energy centre was showcased globally
during COP26. It has won a European Heat Pump award 2021 as well as
COSLA Excellence Awards in 2022. It was also in the final of Local
Government Chronicle Awards and Association for Public Service
Excellence Awards.
7.5   Good placemaking will continue to underpin the regeneration, development
and improvement work in the town centres as we aim to align funding and
resources, both Council and external funding,  to achieve our ambitions.
Building on the successes of previous charrettes in Clydebank and
Dumbarton, our collaboration with local community groups, citizens and
stakeholders has been instrumental in the production of  Alexandria
Masterplan and Clydebank Town Centre Framework.  The improvements we
have delivered in the town centres over the past five years have been guided
by placemaking and more recently, the move to creating 20 minute
neighbourhoods – where people have their day to day needs provided within
easy walking or cycling distance. For environmental and health & wellbeing
reasons active and sustainable transport is now one of the regeneration
priorities; Connecting Clydebank, Connecting Dumbarton and the proposed
Green Corridors project in Alexandria Masterplan will contribute to this
ambition. 
7.6 Scottish Government’s Town Centre Fund has funded a range of exciting
projects including Dumbarton Waterfront Path Gateway, Sylvania Way public
realm in Clydebank and enhancements to Smollett Fountain in Alexandria. A
new community-led Activities Centre in Clydebank funded by Regeneration
Capital Grant Fund is being developed and will be delivered in 2024. The
award of £19.9m from the Levelling Up Fund will help deliver ambitious plans
to regenerate Dumbarton Town Centre including the repurposing of Glencairn
House as a library, museum and community space, purchase and partial
redevelopment of the Artizan Centre, and delivery of the Connecting
Dumbarton project to enhance active travel connections between Dumbarton
Central railway station and the Town Centre. The Place Based Investment
Fund provides opportunities to deliver on our vision for the town centres in
partnership with community organisations, other public sector bodies,
landowners and developers. It contributed towards the Titan Boulevard in
Clydebank, and will fund a number of placemaking and active travel projects
identified in the Alexandria Masterplan. The UK Shared Prosperity Fund will
Page 129

Page 54

enable us to offer Shop Front Improvement grants to the local businesses in
the town centres.
7.7   As the trend in online shopping continues, town centres everywhere are
having to change and adapt to a much reduced demand for high street
shopping.  Alternative scenarios for obsolete town centre property and land
include housing development, more restaurant and food outlets that help
create a night-time economy and encouraging community uses for vacant
property. In 2022 the Council purchased the ailing Artizan Centre in
Dumbarton to facilitate redevelopment of the parts of the Centre where
vacancy rates are high. This Levelling Up Fund project will help to increase
footfall and bring vibrancy back into the town centre. Phase 1 of the works
was approved by the IRED Committee in September 2022. In Clydebank, the
focus is to create the heart of the town by taking a proactive approach to the
future uses of land and buildings south of the Canal. Public realm works
around the Smollet Fountain in Alexandria will enhance the town centre and
make it more attractive for people to visit. 
7.8 We continue to work with town centre businesses to mitigate the impacts of
the current cost of living crisis and the pandemic on our already struggling
high streets. In partnership with the Chamber of Commerce funding was
secured to promote and support Loves Local, a Shop Local and Think Local
First to drive footfall into our town centres. Grants for shop front improvements
will be made available to small businesses in town centres. Covid-19 has had
an impact on the value and marketability of town centre premises, and so we
continue to maintain a dialogue with town centre property owners to discuss
their future plans.  
7.9   The Council has agreed terms to acquire the City Deal funded redevelopment
of the former Esso site at Bowling. A contractor has been appointed and
progress is being made with the delivery of the infrastructure. These are
significant milestones in the future re-use of the site for employment
generating uses. The site forms part of a much larger regeneration
opportunity along North Clyde Riverbank, and improved connections as well
re-use of riverfront vacant and derelict land will be a priority for the Council in
the coming years to create an attractive and vibrant riverfront.  The Council
applied for Vacant and Derelict Land Improvement Programme funding to
develop green network aspects of the Exxon development.
7.10     Many of the projects are delivered in partnership with other organisations.
The Council continues to support Scottish Canals in their transformation of
Bowling, most recently in the creation of the Bowline, an elevated
walkway/linear park on the former swing bridge at Bowling Basin, to create an
important new connection for pedestrians and cyclists. Scottish Canals have
refurbished the B listed Custom House to provide boutique self-catering
accommodation. Together these improvements have transformed the offer at
Bowling and consolidated its role as a compelling destination. The Council will
continue to work with Scottish Canals, other nearby landowners and Clyde
Page 130

Page 55

Mission on a vision for North Clyde Riverbank that will regenerate the river
frontage and improve connections between Bowling and the former Esso site.
7.10    In partnership with Historic Environment Scotland and Scottish Maritime
Museum, the Council is delivering the vision set out in Dumbarton Visitor
Gateway Study. With the partially complete Waterfront Path being a key
connection between the Dumbarton town centre and the Rock and Castle, the
partnership is implementing an action plan that will strengthen the combined
offer of the Arc of Attraction incorporating the Rock and Castle, Denny Tank
Museum and Glencairn House when it is repurposed and open to the public.
This includes looking into options for delivering improved parking and access
for buses to the Castle, and the eastern end of the Waterfront Path.  The first
phases of Dumbarton Waterfront Path are finished and open, and talks
continue with the landowners of the later phases, Turnberry Homes and
Dumbarton FC, to determine their timescales for delivering their sections of
the Path. 
8. Building stronger partnerships and innovative approaches to delivery.
8.1 The Council continues to work in partnership with the Glasgow City Region to
implement the new Regional Economic Strategy which outlines the vision and
three grand challenges for the City Region until 2030.
‘By 2030, Glasgow City Region will have the most Innovative, Inclusive and
Resilient Economy in the UK’
• Creating an Inclusive Economy
• Enhancing Productivity
• Addressing the Climate Emergency
8.2 The UK Shared Prosperity Fund is the UK Government’s main funding to
replace European Union Structural Funds.  A Glasgow City Region
Investment Plan has been developed and submitted to the UK Government
for their consideration.  The anticipated timeline for the investment plans to be
approved is October 2023. If approved this fund will provide additional funding
of £3,895,815 to support Communities & Place, Local Business and People &
Skills.
8.3 Officers continue to work in partnership to explore opportunities for external
funding and have a strong track record of attracting external funding for
Economic Development, Regeneration, Infrastructure and Employability
projects.  Recent examples include £2m of funding from the Scottish
Government’s Clyde Mission Fund to enable construction of the Scottish
Marine Technology Park, £20m from the UK Government’s Levelling Up Fund
for our Town Centres regeneration   projects and various grants from the
Scottish Government’s Regeneration Capital Grant Fund.   We are a partner
to the Glasgow City Region and are developing a multi-million pound project
to create new industrial premises and associated infrastructure at the former
Exxon site near Dumbarton. 
Page 131

Page 56

8.4 The ‘Working4business’ group continues to provide a partnership approach to
supporting our local businesses. The priority over the last year for partners
and the Council in relation to supporting our local business during 2021/22
has continued to be related to the Pandemic and supporting business
recovery. 
8.5 In order to deliver the regeneration programmes, Council’s Regeneration
Team has partnerships with a diverse range of external stakeholders such as
Glasgow City Region, Scottish Enterprise, Strathleven Regeneration Cic,
Scottish Government, NHS, Golden Jubilee Hospital, Scottish Canals, Historic
Environment Scotland, Scottish Maritime Museum, Sustrans, Loch Lomond
and Trossachs National Park  Authority, Event Scotland, Dumbarton Castle
Society, Ysortit, Network Rail, Dumbarton Stations Improvement Trust and
Dunbartonshire Chamber of Commerce 
5. People Implications
5.1 There are no people implications related to this project.
6. Financial and Procurement Implications
6.1 The Council budget expenditure detailed in the action plan continues to be
monitored and reported regularly to ensure that performance targets are
achieved, maximising private sector leverage and external funding.
6.2 It is acknowledged that the achievement of the outcomes of this new Strategy
is reliant on the continued commitment and funding from both public and
private sector partners.
6.3 There are no procurement issues in relation to the strategy contained within
this paper; however each project through its development will require an
appropriate procurement process.
7. Risk Analysis
7.1 The consultation process with partners and key stakeholders ensured that the
content of the strategy is appropriate and relevant to economic conditions and
throughout the delivery process risk will be assessed and managed.
8. Environmental Sustainability
8.1 A pre-screening Strategic Environmental Assessment has been completed,
and is available as a background paper, which determined that although this
is a key strategic document it is expected that it will generate no or minimal
environmental effects at this stage. Any specific plans and programmes which
derive from the Strategy will be subjected to an environmental assessment as
and when required.
Page 132

Page 57

9 Equalities Impact Assessment (EIA)
9.1 The Strategy has been impact assessed and is relevant to the general
equality duty. The Strategy will assist with reducing inequality and advancing
equality and has potential to produce positive impacts. A range of actions in
support of this are noted in the EIA which is available as Appendix 2 to this
report.
10. Consultation
10.1 A Consultation process has been undertaken to obtain feedback on the New
Economic Development Strategy which involved consultation with senior
officers across Council services and also with our partners through the
Community Planning Partnership - Flourishing Delivery & Improvement Group
and the Working4Business Partnership group.
10.2 A feedback survey was also developed and was available on the Council
website for individuals/organisations to provide their comments or feedback.
The feedback received through the survey was very positive.
11. Strategic Assessment
11.1 The new Economic Development Strategy 2022 – 2027 provides a clear
strategic approach to Economic Development for the local area and will help
determine how we allocate resources to improve our economic performance.
It responds to various local, regional and national policies and strategies. 
These include:
• West Dunbartonshire Council Strategic Plan;
• West Dunbartonshire Plan for Place/Local Outcome Improvement Plan;
• Glasgow City Region Economic Strategy; and
• The Scottish Government’s National Strategy for Economic Transformation,
Delivering Economic Prosperity.
Alan Douglas
Chief Officer, Regulatory & Regeneration
Date: 6.10.22
Person to Contact: Gillian McNamara, Economic Development Manager,
Council Offices, Church Street, Dumbarton, G82 1QL.
T: 07815705769
Email: Gillian.mcnamara@west-dunbarton.gov.uk
Appendices: Appendix 1 – New Economic Development Strategy
2022-2027
Appendix 2- EIA- New Economic Development Strategy
2022-2027
Page 133

Page 58

Background Papers: IRED Committee Report – West Dunbartonshire
Economic Development Strategy Update November 2021
Strategic Environmental Assessment – New Economic
Development Strategy 2022-2027
Wards Affected: All Wards
Page 134

Page 59

SUSTAINABLE ECONOMIC GROWTH FOR ALL - WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT
STRATEGY 2022-2027
SUSTAINABLE
ECONOMIC
GROWTH FOR ALL
WEST DUNBARTONSHIRE’S
ECONOMIC DEVELOPMENT STRATEGY
2022 – 2027 West Dunbartonshire
ITEM 12 -APPENDIX 1
Page 135

Page 60

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
CONTENTS
Our vision and how we will achieve it 3
Stimulating economic investment and growing the business base 4
Establishing an inclusive economy by improving the skills
of our people and supporting them into work 6
Creating a prosperous place where people choose to live, work, visit and invest 8
Addressing climate change and supporting a green recovery 12
Building stronger partnerships and new approaches to delivery 14
Page 136

Page 61

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027
OUR VISION AND HOW WE WILL ACHIEVE IT
‘By 2027, West Dunbartonshire will have an inclusive and
vibrant economy through the creation of fairer jobs, a drive
towards net Zero, and the development of prosperous
places in partnership with our communities and businesses’.
The key strategic priorities of the Economic Development Strategy are:
• Stimulating economic investment and growing the business base
• Establishing an inclusive economy by improving the skills of our people and
supporting them into work
• Creating a prosperous place where people choose to live, work, visit and invest
• Addressing climate change and supporting a green recovery
• Building stronger partnerships and new approaches to delivery
Our Economic Development Strategy 2022 – 2027 provides a clear strategic approach to
Economic Development for the local area and will help determine how we allocate
resources to improve our economic performance.  It responds to various local, regional
and national policies and strategies.  These include
• West Dunbartonshire Council Strategic Plan 1 - “Our Economy – Strong and
Flourishing”, Objective 7. Our area has the infrastructure for sustainable and
inclusive growth where businesses could flourish
• Maximise opportunities for long term investment in local regeneration
• Attract investment to ensure the growth and development of small and
medium sized enterprises locally
• Local businesses are supported to recover from the impact of the Covid -
19 pandemic through stimulating entrepreneurialism
• West Dunbartonshire Plan for Place/Local Outcome Improvement Plan 2 - The
strategy responds to West Dunbartonshire Council’s Plan for Place/Local Outcome
Improvement Plan 2017-2027 Strategic Priority - A Flourishing West
Dunbartonshire, Our economy is diverse and dynamic creating opportunities for
everyone
• Glasgow City Region Economic Strategy 3 - The strategy fits with the Vision,
Missions and Priorities for the City Region.  Key actions proposed by the Glasgow
City Region include “Developing programmes to match the needs of local residents
and businesses”.
• The Scottish Government’s National Strategy for Economic Transformation,
Delivering Economic Prosperity 4 – The Strategy responds to the Scottish
Government’s vision of “A Wellbeing Economy: Thriving across economic, social
and environmental dimensions”
1 https://www.west-dunbarton.gov.uk/council/public-consultations/strategic-plan-2022-2027/
2 https://www.west-dunbarton.gov.uk/community/community-planning-west-dunbartonshire/west-dunbartonshire-plan-for-place
3 https://glasgowcityregion.co.uk/regional-economic-strategy/
4 https://www.gov.scot/publications/scotlands-national-strategy-economic-transformation/
Page 137

Page 62

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
STIMULATING ECONOMIC INVESTMENT
AND GROWING THE BUSINESS BASE
Increasing the number of new start businesses
Supporting the start-up rate, survival and growth of our local businesses remains a key
priority for the Council.  We will work to stimulate our business base to ensure we increase
the start-up and survival rate of our local businesses.  The Council’s Business Support
team provides dedicated advice and a range of financial support to encourage
entrepreneurship and help to support local businesses to start up and grow.
The Council will focus on:
• Delivering start-up advice and support to all sections of the community;
• Promoting support available to increase the number of new local businesses formed
including high growth start-ups and social enterprises;
• Providing potential entrepreneurs with the skills necessary to start and sustain a
business;
• Deliver a range of webinars/workshops to provide advice on how to start-up and grow
your business.
Assisting our local businesses to recover and grow
The post-Covid pandemic recovery and growth of small and medium businesses is a key
objective in growing our local economy. In West Dunbartonshire, the majority of our
businesses are either micro or small scale and are often family owned. Many of these
businesses provide outstanding services and products to the market place. However too
many local businesses either lack ambition to grow or do not have the right skills in place
to do this. A key focus of the Strategy going forward is therefore to support the growth of
ambitious local SMEs that can offer additional, and preferably greener, higher value,
employment opportunities.
At the time of writing this strategy, the economy as a whole is experiencing significant
challenges over and above the everyday challenges any economy and any business
faces.  These include, among others, recovery from the Covid pandemic, adapting to post-
Brexit trading conditions and perhaps most significantly of all, the “cost of living” crisis.
The latter has brought with it a fall in the value of sterling, massively increased energy
costs, surging interest rates and sharply rising inflation in general.  This strategy and its
consequent actions will help our local businesses to address these huge barriers to
economic growth.
• Provision of grant assistance to support innovation & business growth;
• Provision of specialist consultancy assistance through Business Gateway service;
• Referral of businesses to partner organisations that provide relevant financial advice
or support;
• Access to financial investment through Business Loans Scotland.
Increasing the adoption of digital technology
The digital connectivity of our local businesses is now of even greater importance due to
the COVID pandemic. Embracing digital technology offers many benefits for businesses,
including the ability to engage with customers directly, to develop new processes and
Page 138

Page 63

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
products, and the ability to sell these products to a global market, 24 hours a day at a
relatively low cost.  Our Business Advisers provide a range of advice and support to assist
businesses to improve their digital presence, which includes:
• Delivery of Digital Boost programme through the Business Gateway;
• Specialist expert help available through Business Gateway service;
• Provision of grants to support business digitalization;
• Access to a range of webinars/workshops to provide advice and support.
Developing the foundational economy
The foundational economy provides those basic goods and services which keep us safe,
sound and civilized, such as care and health services, food, housing, energy, construction,
tourism and retailers on the high street.
The foundational economy approach offers the chance to reverse the deterioration of
employment conditions, reduce the leakage of money from communities (in keeping with
the current thinking around Community Wealth Building, CWB) and address the
environmental cost of extended supply chains.
This new Strategy sets the direction for a broader and more balanced approach to
economic development with a shift towards a focus on place and making communities
stronger and more resilient. The Strategy places a greater emphasis on tackling inequality
and the promotion of inclusive growth through a new focus on the foundational economy,
this approach sits alongside some of the other priorities of our Economic Strategy;
supporting business growth that future-proofs the economy; investing in the skills people
need to enter, remain and progress in work; and investing in the infrastructure
communities need to be connected and vibrant.
Supporting sustainable tourism
West Dunbartonshire links the City Region with Loch Lomond and offers a mix of rich
history along with natural landscapes which creates a distinctive Scottish visitor
experience. Tourism is an important contributor to West Dunbartonshire’s overall
economic growth. It is therefore important that we continue to develop sustainable tourism
in West Dunbartonshire to support national and local strategies seeking to grow this sector
and create employment.  We will achieve this by working closely with tourism partners and
businesses to
• encourage and assist the adoption of sustainable and green practices;
• improve their use of digital technologies;
• upskill and create employment in tourism and hospitality;
• encourage visitors and businesses to use sustainable transport.
Page 139

Page 64

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
ESTABLISHING AN INCLUSIVE ECONOMY
BY IMPROVING THE SKILLS OF OUR PEOPLE
AND SUPPORTING THEM INTO WORK
Assisting people back into work
A key priority in West Dunbartonshire is to support people back into work and assisting
them to progress in the labour market. This will be achieved by adopting innovative
approaches that support people into ‘Fair Work’ and the best quality jobs possible. We will
do this by fully engaging with West Dunbartonshire employers and residents; providing
good quality advice about employment and training options; and helping them to develop
their skills and overcome barriers to opportunity. Activities will include:
• Further development of West Dunbartonshire’s approach to local employability
service provision, ensuring the principles of No One Left Behind (NOLB) are
addressed and using a service design approach that will continue to deepen
partnership working amongst community planning agencies;
• Develop the West Dunbartonshire Apprenticeship Pathway, extending opportunities
to school pupils through access to Foundation opportunities and developing Modern
Apprenticeships to reflect the opportunities within the council and wider economy;
• Support local employers by incentivising them to recruit and upskill staff, including
apprentices, through the range of available Employer Recruitment Incentives and
emerging grant funding;
• Working in partnership through the NOLB approach to reinforce approaches that will
further develop employment opportunities within the Third Sector;
• Maximise funding opportunities available through replacements to European and
Government funding streams and increase employability support for local people e.g.
Future Prosperity Fund, NOLB, Parental Employability Support and Young Persons
Guarantee;
• Inclusion of Community/Social Benefit clauses in contracts that the Council puts out
to tender.
Meeting the skills needs for growth businesses
West Dunbartonshire Council supports the skills development needs of growing
businesses and has developed a range of business support mechanisms which can
provide local businesses with a free business skills review to identify any training needs.
Any eligible training requirements identified can also be supported through the Council’s
business training grant. The Council will continue to meet the skills needs for growth
businesses through:
• Collation of intelligence on the skills needs of growth industries;
• Development of tailored skills interventions to support growing businesses;
• Provision of a range of mechanisms that encourage employers to recruit new staff
and up-skill existing employees;
• Maximisation of community benefits to create training and employment opportunities
through major capital projects.
Page 140

Page 65

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
Supporting young people in their transition to work
It is vital to the future success of the West Dunbartonshire economy that the Council
maximises the opportunities available to our young people and ensures that they are
equipped to take advantage of these opportunities.
Support for young people in their transition will include:
• Supporting entrepreneurship within educational establishments;
• Providing work experience placements which challenge stereotypes for school pupils;
• Working with partners to support young people to enter training or employment
through both national and local programmes;
• Supporting young people to enter employment;
• Supporting graduates to enter employment within growth sectors.
Improving core employability skills
At present, low workforce qualifications act as a constraint to economic growth. In addition,
the demographic challenges facing the area mean that getting more people engaged in
economic activity is a key priority.
This requires us to help individuals to improve core employability skills and attitudes that
will allow them to access job opportunities. We will provide support through:
• Building on strong partnership working activities between the Council’s employability
service ‘Working4U’, Department of Work and Pensions, Skills Development
Scotland, West College Scotland and the Council’s schools to improve core
employability skills;
• Widening opportunities for engaging those without work in purposeful activities which
will move them towards training and employment;
• Providing employability support to local people as outlined above.
Page 141

Page 66

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027
CREATING A PROSPEROUS PLACE
WHERE PEOPLE CHOOSE TO LIVE,
WORK, VISIT AND INVEST
Placemaking
A place-based approach to developing the urban and rural environment puts the needs of
communities at the centre of decision making. It is therefore best achieved through a
collaborative and inclusive process where public bodies, the community, businesses and
other organisations work alongside each other and are resourced to support local
residents and community groups to understand and deliver on their needs.
There is much evidence that draws a correlation between our health and wellbeing and
where we live and the opportunities to positively interact with our environment. Easy
access to parks and greenspace contributes to wellbeing. Where access is less easy,
greening programmes and regeneration of vacant land will be explored. Connecting
Clydebank and Connecting Dumbarton projects will provide infrastructure for active and
sustainable travel. Redesigning our roads and streets to create safe routes for pedestrians
and cyclists must be integral to placemaking, not just for health reasons but to reduce our
carbon impact.
Placemaking provides West Dunbartonshire Council with the opportunity to align its
resources to create successful places. Success will be achieved by taking a collaborative
approach that is ambitious and where necessary challenges established practices, for
example car dominance in town centres and repurposing obsolete retail premises to create
vibrant town centres and high streets. West Dunbartonshire Council has already taken a
placemaking approach to regeneration and development and will continue to prioritise:
• Clydebank town centre and Queens Quay;
• Dumbarton town centre and waterfront;
• Alexandria town centre;
• Balloch Village;
• North Clyde Riverbank including the former Exxon site and Bowling Harbour;
• Redevelopment of the former Carless site in Old Kilpatrick.
20 Minute neighbourhoods
20 minute neighbourhoods are places in which residents can meet almost all of their
essential needs including employment, education, health care, shopping and leisure within
comfortable walking, cycling or wheeling distance from their home. The principle of living
more locally and enhancing place is not new but has been given more emphasis in
response to the Covid-19 pandemic and the need to reduce carbon emissions. The
Programme for Government 2020-21 ‘A Fairer, Greener Scotland’ 1 commits to work with
local authorities to take forward the Scottish Government’s ambition for 20 minute
neighbourhoods. This is echoed in the new spatial plan for Scotland to 2050 (NPF4) 2 and
the aims around active travel and public transport align with Scotland’s National Transport
Strategy 3.
We are aware of and support the Scottish Government’s Town Centre First 4 approach and
are working to make our town centres attractive places for people to live. In recent years
WDC have placed a significant emphasis on town centre regeneration i.e. investing in and
Page 142

Page 67

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
changing underutilised or tired town centres with the aim of giving them a new lease of life.
Like town centre regeneration, the 20 minute neighbourhood concept adopts a place-
based approach but stresses the benefits living locally can bring to a place whilst also
reducing inequality and meeting net zero carbon emission targets. Much of the work the
Council is already doing is in line with the 20 minute neighbourhood concept but we now
need to take that further and apply it to achieving West Dunbartonshire’s Mission  i.e. ‘ By
2030, West Dunbartonshire will create fairer jobs, drive towards net Zero, and create
vibrant places in partnership with our communities and businesses’.
The 20 minute neighbourhood concept links with the Council’s four Strategic Themes
which sit below this mission but is most relevant to the theme of Placemaking – make
places that fulfil the needs of the local community.
In delivering 20 minute neighbourhoods, the Council will need to take a proactive and
joined up approach across a number of areas including planning, housing, regeneration
and transport and also work with partner organisations to support the concept, with an
emphasis on the following areas:
• Delivery of Alexandria Masterplan;
• Development and delivery of Clydebank Town Centre Framework;
• Railway to Rock Connectivity opportunity in Dumbarton;
• Development options and interventions for the obsolete Artizan Centre;
• Meeting the aspirations of the Balloch Village Charrette;
• Delivery of actions of the Active and Sustainable Travel
Strategic sites
At 0.8% of total land area, West Dunbartonshire has a higher percentage of vacant and
derelict land than Glasgow City Region at 0.7% and Scotland at 0.1%. Scottish
Government Vacant & Derelict Land Survey 5
Much of the vacant land is on the Clyde Riverside where traditional industry such as
shipbuilding was once located. In recent years many of these former brownfield sites have
been brought back into productive use. Queens Quay is a £250 million mixed-use
regeneration project on the site of the former John Brown’s shipyard in Clydebank and with
energy provided by the District Heating Centre, Queens Quay will transform Clydebank
into one of the UK’s greenest town. Dumbarton Waterfront is being transformed with new
housing and retail development, and the creation of a walkway on the Leven riverside
between Dumbarton town and the Rock and Castle.
Looking to the future, the Malin Group is creating a new Scottish Marine Technology Park
at the former Carless oil refinery site in Old Kilpatrick with the potential to create 1,000 new
jobs and substantially develop marine engineering in the area. The Clyde Riverbank will
also benefit from investment of £28m from the Glasgow City Region City Deal, which will
create a new mixed use location at the former Exxon site at Bowling, with the potential to
create a new enterprise zone to attract further investment and create new employment
opportunities. There are further opportunities along North Clyde Riverbank to deliver mixed
use developments that will create places where people choose to work, live or spend their
leisure time, and the Council will work in partnership with relevant stakeholders to realise
these opportunities.
The regeneration of brownfield sites continues to offer opportunities for inward investment,
economic growth and jobs but can also fulfil social and community needs.  Vacant and
Page 143

Page 68

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
derelict sites have the potential to become local community assets to provide access to
greenspace, growing areas, community facilities, access to the river, recreation, carbon
reduction or to meet local housing needs. With the support of the European Regional
Development Fund/Scottish Government’s Green Infrastructure Fund, Melfort Park in
Clydebank has transformed a contaminated urban site into a local park with much sought
after community growing areas.
57.3% of the population of West Dunbartonshire live within 500 metres of vacant or
derelict land. People and environment must be at the heart of all decisions however the
choice to promote regeneration of strategic sites and vacant and derelict land for
employment uses, community facilities or greenspace need not be a mutually exclusive
one. In line with the principles of placemaking and 20 minute neighbourhoods advocated in
this Strategy, a mixed use approach to the development of strategic sites to deliver
sustainable urban development must continue to happen. 
Development options must be considered in the widest possible context that takes account
of economic opportunities, development planning, community needs and aspirations and
social impact, including:
• The ongoing development of Queens Quay and strengthening its connection with
Clydebank town centre;
• Infrastructure delivery on the Exxon site, and exploration of further opportunities
along the North Clyde Riverbank including Bowling Harbour and Scotts Yard;
• Supporting the development of advanced manufacturing and research, development
and technology businesses on the former Carless site in Old Kilpatrick;
• Redevelopment or reuse of brownfield sites within our town centres to support
placemaking and the creation of 20 minute neighbourhoods.
Delivering homes for the future
Availability of good quality homes and a choice of tenures is a fundamental component of
placemaking.  The home environment has a significant impact on the wellbeing of an
individual, and well designed housing that is close to services plays a significant role in the
creation of 20 minute neighbourhoods. New homes are important because they deliver
high quality, energy efficient properties into our housing stock.  They are designed to suit a
variety of needs and our design standard requires the inclusion of 10% accessible
properties in any affordable development. The latest draft Strategic Housing Investment
Programme 2022-27 6 (SHIP) identifies 755 homes to be developed by ourselves and our
Registered Social Landlord partners leveraging an estimated £55.8million of grant funding
from the Scottish Government over the five years of the plan.   Investing in new homes is
vital for meeting housing need in our communities.  We will continue to work with our
colleagues to review the private housing market and ensure there is an adequate supply of
private housing sites.  
We have high levels of housing need in West Dunbartonshire. Therefore we will work
closely with colleagues in other teams to deliver more housing of all tenures and ensure
that our housing is the best it can be across the council area.  Any investment in housing
reaps rewards beyond the home itself and in addition provides significant community
benefits through our procurement processes.  These include apprenticeships, school
engagement and investment in community spaces such as gardens.
West Dunbartonshire Council and our strategic housing partners continue to invest
Page 144

Page 69

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
considerably in our homes to ensure that they meet the Scottish Quality Housing Standard
(SQHS) and the recently introduced Energy Efficiency Standard for Social Housing 2
(EESSH2).
New homes can only add a comparatively small number of homes to the overall housing
stock and therefore it is also important that our existing homes benefit from investment too.
We have a budget of around £20 million per year to invest in our own homes over the next
five years. This includes a budget for energy efficiency works to help us reach EESSH2
requirements and those ambitions set out in the Council’s climate change strategy. We will
also support private owners and landlords to invest in their properties through our energy
advice service and including them in grant funded area based investment programmes
such as the Home Energy Efficiency Programmes for Scotland Area Based Schemes
(HEEPS ABS) where appropriate.  
Empowering and engaging with our communities
West Dunbartonshire Council is committed to empowering its communities, and delivery of
the Economic Development Strategy must respond to the opportunities set out in the West
Dunbartonshire Community Empowerment Strategy, Action Plan and subsequent Delivery
Plan. In recent years regeneration and placemaking in West Dunbartonshire has been
influenced and often shaped by the involvement of local community groups and residents. 
The Alexandria Masterplan (2021) 7 was produced following extensive and diverse
community engagement based on the principles of community-led Place conversations
that took place in 2019. The Clydebank Town Centre Development Framework has
evolved from the community aspirations and needs expressed in the Clydebank
charrettes. 
The extensive development and improvement of Dumbarton’s Waterfront including the
Waterfront Path follows the successful Dumbarton Rock and Castle Charrette.  As we
develop projects and programmes of work from the Economic Development Strategy, we
will ensure that communication and engagement with our communities continues. Projects
will be developed in collaboration with the communities involved through Locality plans
and the development of Neighbourhood plans which will be supported by the Communities
team and provide the opportunity for community groups; schools, interest groups and a
range of other local organisations to have their voices heard. This will include but not be
limited to:
• Delivery of Alexandria Masterplan and Clydebank Town Centre Development
Framework;
• Further improvements to Dumbarton Town Centre, including the potential
redevelopment of the Artizan Centre and the Rail to Rock connectivity project;
• Ongoing regeneration of Bowling Harbour and North Clyde Riverbank;
• Ongoing investment in Exxon and Queens Quay.
1 https://www.gov.scot/programme-for-government/
2 https://www.gov.scot/publications/scotland-2045-fourth-national-planning-framework-draft/
3 https://www.transport.gov.scot/our-approach/national-transport-strategy/
4 https://www.gov.scot/policies/regeneration/town-centre-regeneration/
5 https://www.gov.scot/publications/scottish-vacant-derelict-land-survey-2021/
6 https://www.west-dunbarton.gov.uk/council/strategies-plans-and-policies/housing/strategic-housing-investment-plan/
7 https://www.west-dunbarton.gov.uk/council/newsroom/news/2021/sep/new-masterplan-agreed-to-help-alexandria-town-centre-thrive/
Page 145

Page 70

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
ADDRESSING CLIMATE CHANGE AND
SUPPORTING A GREEN ECONOMY
Addressing climate change
In January 2021 the Council launched a new Climate Change Strategy 1 and Action Plan 2
in response to the global climate emergency, setting a long term target for West
Dunbartonshire becoming net zero by 2045, following a similar trajectory to the national
target set for Scotland as a whole.  To deliver on this, our action plan sets out the
immediate and longer term actions the Council will need to take to respond to the climate
emergency, both in relation to mitigating and adapting to climate change.  
Our climate strategy and action plan will support the Economic Development Strategy by
ensuring any major projects or developments developed and implemented by the Council
will consider mitigation, adaptation and sustainability measures in order to tackle Climate
Change and support our ambitions to be a net zero by 2045.
Supporting the wider green economy
The Council aims to maximise the opportunities available to secure investment and jobs
from the growing green economy and to ensure that the benefits of this are shared across
our local area and our local community.  The Council will work to ensure that planning and
regeneration policies and projects directly or indirectly consider the current and future
long-term impacts of Climate Change. 
This can be achieved by better supporting a Just Transition for Scotland 3 - a fairer,
greener future for all – and by using the Green Recovery as a foundation for ensuring
regeneration helps to better create jobs in the environmental sector.  This can be achieved
by upskilling and reskilling, and helping to both support and develop businesses to reduce
emissions, increasing resilience against extreme weather events and better adapting to
the impacts of Climate Change. Therefore, it supports a net zero and climate resilient
economy in a way that delivers fairness and generates jobs in the Green Economy.
Actions include but are not limited to:
• Creating the necessary conditions and support for a more local, sustainable, low
carbon or net zero  economy;
• Support businesses in becoming net zero;
• Support businesses in becoming more resilient to extreme weather events by being
more prepared for adapting to the impacts of Climate Change;
• Support businesses in transitioning towards a ‘Circular Economy’;
• Encourage wider investment in and opportunities for low carbon and renewable heat
technologies (e.g. The Queens Quay District Heating Network (DHN)), therefore
tackling fuel poverty and supporting the transition away from a fossil fuel economy;
• The potential creation of additional jobs from projects such as the Queens Quay
District Heating Network, Clydebank.  For example, works for carrying out current
and future connections, including (but not limited to) the manufacturing of products,
transportation of products, and construction, etc. This would be through the heat
network expansion and Housing energy efficiency retrofit programmes;
Page 146

Page 71

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
• Invest in further improving the quality of housing stock, including initiatives to improve
energy efficiency and to tackle fuel poverty.
1 https://www.west-dunbarton.gov.uk/council/strategies-plans-and-policies/council-wide-plans-and-strategies/sustainable-
development/climate-change/
2 https://www.west-dunbarton.gov.uk/media/4320717/climate-change-action-plan.pdf
3 https://www.gov.scot/publications/transition-fairer-greener-scotland/
Page 147

Page 72

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
BUILDING STRONGER PARTNERSHIPS
AND NEW APPROACHES TO DELIVERY
West Dunbartonshire Community Planning Partnership
The Council recognises that this Strategy can only be delivered through effective partnership
working between key stakeholders and local communities. In the current economic climate it
is vital that the Council works harder than ever to strengthen partnerships and collaborative
working to achieve more with less and deliver better outcomes for all.
The Community Planning Partnership have developed a ‘West Dunbartonshire Plan for Place’
which builds on the previous Single Outcome Agreements. Delivery of the aspirations and
priorities set out in this plan falls to the five Delivery & Improvement Groups (DIGs), which
report in to CPWD on action plans and activity to improve outcomes for all residents. The five
Delivery Improvement Groups (DIGs) are:
• A flourishing West Dunbartonshire;
• An independent West Dunbartonshire;
• A nurtured West Dunbartonshire;
• An empowered West Dunbartonshire;
• A safe West Dunbartonshire.
Glasgow City Region and Clyde Mission
The Glasgow City region was established in 2015 and was driven by the initial £1.13bn
City Deal investment. The Council city deal project is the regeneration of the former Exxon
site at Bowling which is progressing with final business case for this £34.05m project due
in November 2022 with works due for completion by 2026. The Glasgow City Region
regional economic strategy has prioritised the themes of creating an inclusive economy,
enhancing productivity, and addressing the climate emergency, with the Council Economic
strategy directly aligned to these. In addition the opportunities through Clyde Mission with
a focus on maritime opportunities and green jobs for our communities are being pursued.
The UK Shared Prosperity Fund and the role of the City Region will continue to be a focus
through this strategic period.
Green Freeport
The Council, through its membership of the Glasgow City Region, is involved in the
process of attempting to win a Green Freeport partially located in West Dunbartonshire. 
Green Freeports are free economic zones that include rail, sea or air. Organisations within
the Green Freeport zone can benefit from tax breaks and lower business tariffs, forming
part of the UK Government’s Levelling Up agenda and the Scottish Government’s
Economic Strategy 2022. The joint government objectives for Green Freeports in Scotland
are: 
• To promote regeneration and high-quality job creation
• To promote decarbonisation and a just transition to a net zero economy
• To establish hubs for global trade and investment
• To foster an innovative environment
The Glasgow City region bid is a partnership between the public and private sector.  In
West Dunbartonshire the sites included in the bid are adjacent to Bowling Basin and
Page 148

Page 73

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
Rothesay Dock in Clydebank.  Securing a Green Freeport in West Dunbartonshire could
lead to the creation of many jobs and opportunities for our local businesses, as well as
attracting new employers to the area.
Partnership Working
In West Dunbartonshire, the Council has developed strong partnerships with national and
local agencies. These partnerships have been strengthened through ‘working4business’, our
single point of contact for business support services and ‘working4U 1’, our employability
service.  Both provide a partnership approach from public sector partner agencies and
external partners to successfully grow the local economy and create new employment
opportunities. Examples of partnership working include:
• We are committed to working with key local organisations such as East Dunbartonshire
Council and the Dunbartonshire Chamber of Commerce;
• Working in partnership with other local authorities, in particular the Glasgow City Region
through City Deal;
• Joint programme delivery with key partner organisations;
• Continued development of key projects through the Community Planning Partnership
Delivery and Improvement Group.
Maximising external funding opportunities
We will seek external funding to help us deliver on this strategy.  West Dunbartonshire
Council has a strong track record of attracting external funding for Economic Development,
Regeneration, Infrastructure and Employability projects.  Recent examples include £2m of
funding from the Scottish Government’s Clyde Mission Fund to enable construction of the
Scottish Marine Technology Park, £20m from the UK Government’s Levelling Up Fund for
our Town Centres regeneration projects and various grants from the Scottish
Government’s Regeneration Capital Grant Fund.   We are a partner to the Glasgow City
Region and are developing a multi-million pound project to create new industrial premises
and associated infrastructure at the former Exxon site near Dumbarton.
We secured funding almost £7m of funding from the European Regional Development
Fund/Scottish Government Low Carbon Infrastructure Transition Programme for our
pioneering Clyde Energy Centre at Queens Quay, the site of the former John Brown
shipyards.  This project involves a water source heat pump and associated district heating
network which will provide low cost energy to the Queens Quay development site as well
as adjoining sites such as the Clydebank Leisure Centre, the new Clydebank Health
Centre, the Golden Jubilee Hospital complex, West College Scotland and potentially
beyond to other local homes.
We have also secured funding from the former European Structural Funds to help our local
businesses to start up and grow, and we manage other business support funding in the
form of Business Gateway and associated funds such as the Digital Boost programme.
Our Employability section have secured funding from the former European Social Fund to
deliver a wide range of employability support.  Both they and our Economic Development
section have applied for funding from the UK Shared Prosperity Fund to ensure continuity
of these employability and business support programmes in the wake of Brexit and the
loss of access to European funding.  Our Employability section will also seek to maximise
funding opportunities available through replacements to European and Government
funding streams and increase employability support for local people e.g. Future Prosperity
Page 149

Page 74

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027
Fund, NOLB, Parental Employability Support and Young Persons Guarantee. Potential
future sources of external funding include:
• United Kingdom Shared Prosperity Fund;
• Levelling Up Fund;
• Scottish Government Clyde Mission Fund;
• Scottish Government Regeneration Capital Grant Fund;
• Scottish Government Vacant & Derelict Land Investment Programme.
Improving Procurement opportunities
We recognise the importance of procurement opportunities for our local economy. The
Council procured £167m worth of supplies, services and works in the year 2020/21. Our
Procurement section has committed to working to ensure that local businesses can
compete effectively for Council contracts. This can be seen in targets set in our
Sustainable Procurement & Commercial Improvement Strategy 2.
In financial year 2020/21 31.6% of Council procurement was spent on local enterprises
and/or who have a presence in West Dunbartonshire. We aim to increase this figure to
38% by financial year 2021/22. In financial year 2019/20 8.23% of Council procurement
was spent on local small/medium-sized enterprises (LGBF measure) The Council aims to
increase this figure to 14%.
We will work with our local SMEs to help them prepare to bid for Council and other
contracts. We will do this through our experienced Business Gateway team and through
external agencies such as the Supplier Development Programme 3.
Supporting Social Enterprises
We recognise the importance of Social Enterprise as part of the economy of West
Dunbartonshire and Scotland in general and will continue to work with and support their
start up and growth. The importance of procurement has been referenced above and this
can also be seen in relation to Social Enterprise. The Council awarded approximately
£14.5m of procured spend to Social Enterprises in 2020/21.
Community Wealth Building
Community wealth building (CWB) is a people-centred approach to local economic
development, which redirects wealth back into the local economy, and places control and
benefits into the hands of local people. This new strategy recognises the importance and
responds to the Community Wealth Building principles. Examples of this include:
• Plural ownership of the economy – through providing support to social enterprises
to start up and grow;
• Making financial power work for local places – we have supported the Scotland
Loves Local scheme which encourages people to think local first and support their
high street businesses;
• Fair employment and just labour markets – our employability service Working4U
works with “ harder to reach” groups to move them toward employment;
• Progressive procurement of goods and services – this is illustrated by the detail
above on procurement by the Council;
• Socially productive use of land and property – our Asset Management and
Communities services have, through the community asset transfer process,
Page 150

Page 75

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027
transferred under-utilised assets to community groups.
The Convention of Scottish Local Authorities (COSLA) Leaders committed to the 1%
Framework Agreement in October 2017 which stated that at least 1% of local authority
budgets (excluding council tax) will be subject to Participatory Budgeting (PB) by the end
of 2020-21. Since then significant PB activity supported by the Communities Team has
taken place across West Dunbartonshire Council, in a small grants/grant giving model and
as tests of ‘mainstreaming’ PB with specific service areas and budgets. The focus on
developing a corporate approach will continue: embedding a culture of participation;
encouraging more active citizenship and participation; directing priorities and spend to
community need. PB and participatory processes more generally, enhance local
democracy by bringing together those who have traditionally held operational decision-
making power with people living in communities impacted by those decisions.
Tackling inequalities
We believe that creating a prosperous economy will have a positive impact on equalities.
Our aim through this strategy is to create an inclusive economy where our community is
thriving economically, socially and environmentally, and in which we deliver prosperity for
all. Our strategic priorities aim to deliver higher rates of employment and wage growth, to
reduce poverty - particularly child poverty - and improve health and quality of life for
disadvantaged families and communities. Some of the key issues this Strategy will tackle
include:
Disability
Disabled entrepreneurs are an essential part of the UK economy, with disabled-owned
small businesses accounting for 8.6 per cent of the turnover of all UK businesses. 41 per
cent of disabled business owners have used no business support, compared with 35 per
cent of non-disabled business owners. (Federation of Small Businesses 4).
Age
Young people need support to start up and grow businesses. Around 60,000 young
people in Scotland, or 13% of 18-24 year olds, were early-stage entrepreneurs, the highest
rate among the home nations. Entrepreneurship among people under 30 years old in
Scotland has steadily grown from being the lowest in the UK at 3.5% in the 2007/09
period.). We will provide support for young entrepreneurs to start up and grow
businesses. (University of Strathclyde Hunter Centre for Entrepreneurship 5 )
Race
While it is widely recognised that Ethnic Minority-led Businesses (EMBs) make a variety of
economic and social contributions to their communities and the wider society in Scotland,
there are longstanding concerns that Ethnic Minority Entrepreneurs (EMEs) do still
experience relative disadvantage in a number of areas. (University of Strathclyde
Business School, Hunter Centre for Entrepreneurship 5).
Gender
Men are still almost twice as likely to start businesses as women. The scale of Scotland's
enterprise 'gap' is illustrated by estimates suggesting that Scotland would have an
additional 108,480 businesses if women's business ownership rates equalled those of
Page 151

Page 76

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
men. This would equate to a 32% increase in Scotland's business base.
(Business Gateway Women in Business 6) 
Unemployment
West Dunbartonshire experiences higher levels of unemployment than both Scotland and
the rest of Great Britain.  In terms of Economic Activity 73.8% are Economically Active
compared with 76.2% in Scotland and 78.4% in Great Britain.
Workless Households are higher in West Dunbartonshire too at 18.7% compared with
18.6% in Scotland and 13.4% in Great Britain. Claimant Count unemployment is also
higher at 4.3% compared with 3.2% in Scotland and 3.7% in Great Britain.
(ONS Claimant Count 7 and Economic Activity 7)
Wages
Average earnings for workers based in West Dunbartonshire are £563 per week,
compared with £576 in Scotland and £599 in Great Britain.
(ONS Annual Survey of Hours and Earnings 2021 8)
Businesses
There are fewer businesses in West Dunbartonshire at 343.8 per 10,000 of the working
age population.  This compares with 508.7 in Scotland and 657.1 in the United Kingdom.
(ONS Inter Departmental Business Register  9)
1 https://www.west-dunbarton.gov.uk/jobs-and-training/working4u/
2 https://intranet.west-dunbarton.gov.uk/supply-distribution-and-property/procurement/regulations-policy-strategy-and-guidance/
3 https://www.sdpscotland.co.uk/
4 https://www.fsb.org.uk/resource-report/business-without-barriers.html
5 https://www.strath.ac.uk/business/huntercentreforentrepreneurship/
6 https://www.bgateway.com/resources/women-in-business
7 https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork
8 https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/earningsandworkinghours
9 Inter-Departmental Business Register (IDBR) - Office for National Statistics (ons.gov.uk)
Page 152

Page 77

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027 
Glossary of Terms, Acronyms and Initialisms Used.
COSLA Convention of Scottish Local Authorities
CPWD Community Planning West Dunbartonshire
CWB Community Wealth Building
DHN District Heating Network
DIG Delivery Improvement Groups
EESSH2 Energy Efficiency Standard for Social Housing 2
GCR Glasgow City Region
HEEPS ABS Home Energy Efficiency Programmes for Scotland Area
Based Schemes
LGBF Local Government Benchmarking Forum
LUF Levelling Up Fund
NOLB No One Left Behind
NPF National Planning Framework
RCGF Regeneration Capital Grant Fund
SHIP Strategic Housing Investment Programme
SQHS Scottish Housing Quality Standard
SME Small to Medium Enterprise
UKSPF United Kingdom Shared Prosperity Fund
Page 153

Page 78

SUSTAINABLE ECONOMIC GROWTH FOR ALL – WEST DUNBARTONSHIRE’S ECONOMIC DEVELOPMENT STRATEGY 2022-
2027
Other Formats
This document can be provided in large print, Braille or on audio cassette and can be
translated into different community languages.   
Please contact:
West Dunbartonshire Council
Corporate Communications 
Church Street
Dumbarton, G82 1QL
Tel: 01389 737000
For further information, please contact:
West Dunbartonshire Council
Economic Development 
Church Street
Dumbarton, G82 1QL
Tel: 01389 737777
www.west-dunbarton.gov.uk
Page 154

Page 79

AssessmentNo 399 Owner brmccolgan
Resource
Regeneration,
Environment
and Growth
Service/Establishment Regeneration
First Name Surname Job title
Head Officer Alan Douglas Chief Officer Regulatory &Regeneration
(include job titles/organisation)
Members
Gillian McNamara - Economic Development Manager Gillian Scholes - Business
Support Co-ordinator John McKenna - Energy &Compliance Co-ordinator Brian
McColgan - Business Support Officer Ricardo Rea-Performance and Strategy officer
(Please note: the word 'policy' is used as shorthand for stategy policy function or
financial decision)
Policy Title Economic Development Strategy 2022-2027
The aim, objective,purpose and intended out come of policy
By 2030, West Dunbartonshire will create fairer jobs, drive towards net Zero, and
create vibrant places in partnership with our communities and businesses.
Service/Partners/Stakeholders/service users involved in the development
and/or implementation of policy.
Economic Development Section Regeneration Section Energy &Compliance Section
Does the proposals involve the procurement of any goods or
services? No
If yes please confirm that you have contacted our procurement
services to discuss your requirements. No
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal
opportunities (A) or foster good relations (F) Yes
Relevance to Human Rights (HR) Yes
Relevance to Health Impacts (H) Yes
Relevance to Social Economic Impacts (SE) Yes
Who will be affected by this policy?
The residents of and businesses based in West Dunbartonshire. The Strategy will help to tackle issues
around unemployment, availability of jobs, levels of wages, numbers of businesses, carbon emissions
and physical infrastructure. Evidence of needs in relation to these areas is set out below.
Who will be/has been involved in the consultation process?
Relevant Council sections and partner organisations. The draft strategy was put out to consultation
during September 2022. Responses were broadly supportive.
Please outline any particular need/barriers which equality groups may have in relation to this
policy list evidence you are using to support this and whether there is any negative impact on
particular groups.
Needs Evidence Impact
Age
Young people need
support to start up
and grow
businesses.
Around 60,000
young people in
Scotland, or 13% of
18-24 year olds,
were early-stage
entrepreneurs, the
We will provide
support for young
entrepreneurs to
start up and grow
businesses..
ITEM 12 -APPENDIX 2
Page 155

Page 80

highest rate among
the home nations.
Entrepreneurship
among people under
30 years old in
Scotland has steadily
grown from being
the lowest in the UK
at 3.5% in the
2007/09 period.
(University of
Strathclyde).
Cross Cutting
Economic
Development cuts
across the work of
various sections of
the Council including
Regeneration,
Planning, the
Environment,
Employability and
Education. The draft
strategy has been
circulated to all
relevant Council
sections. We must
respond to the
opportunities set out
in the West
Dunbartonshire
Community
Empowerment
Strategy
Feedback from
Council sections
taken into
consideration in
finalisation of the
strategy. The
importance of just
transition to a
greener economy is
noted.
The Strategy notes
the importance a
stronger approach
working to tackle
issues and provide
inclusive growth.
There is a
commitment to
respond to the
opportunities set out
in the West
Dunbartonshire
Community
Empowerment
Strategy
Disability
Disabled
entrepreneurs are
an essential part of
the UK economy,
with disabled-
owned small
businesses
accounting for 8.6
per cent of the
turnover of all UK
businesses.
(Federation of Small
Businesses)
41 per cent of
disabled business
owners have used no
business support,
compared with 35
per cent of non-
disabled business
owners. They are
more likely to use
informal support,
such as FSB
networks (15%) and
other networks
(19%). (Federation
of Small Busineses).
We will provide
support to disabled
entrepreneurs to
help them start up
and grow
businesses,
Social & Economic
Impact
The Council must
take the Fairer
Scotland Duty into
account when doing
strategic planning in
UNEMPLOYMENT
West
Dunbartonshire
experiences higher
levels of
The Economic
Development
Strategy provides
direction to increase
employment rates,
Page 156

Page 81

this area and follow
the Statutory
guidance
UNEMPLOYMENT
West
Dunbartonshire
suffers from higher
levels of
unemployment than
Scotland and Great
Britain as a whole.
JOBS There are
fewer jobs available
in West
Dunbartonshire.
BUSINESSES There
are fewer businesses
in West
Dunbartonshire.
WAGES Wages are
lower in West
Dunbartonshire.
This is true for both
residents of West
Dunbartonshire and
those who work in
West
Dunbartonshire.
EMISSIONS CO2
emissions by area
are higher in West
Dunbartonshire
unemployment than
both Scotland and
the rest of Great
Britain. In terms of
Economic Activity
75.2% are
Economically Active
compared with
76.4% in Scotland
and 78.7% in Great
Britain. Workless
Households are
higher in West
Dunbartonshire too
at 23.1% compared
with 17.7% in
Scotland and 13,9%
in Great Britain.
Claimant Count
unemployment is
also higher at 6.7%
compared with 4.9%
in Scotland and 5.3%
in Great Britain.
JOBS Job density
measures the
number of jobs
available in an area.
In west
Dunbartonshire
there are 36,000
jobs available a
density rate of 0.64,
i.e. there are roughly
less than 2 jobs
available for every 3
people. This
compares with
Scotland at 0.82 and
Great Britain at 0.87.
BUSINESSES There
are fewer businesses
in West
Dunbartonshire at
343.8 per 10,000 of
the working age
population. This
compares with 508.7
in Scotland and
657.1 in the United
Kingdom. WAGES
Average earnings by
residence for West
help more
businesses to start
up and grow and
provide better paid
jobs. It will also
contribute to local
and national targets
around reduction of
emissions and the
move towards net
zero emissions. The
strategy will also
address issues
around the physical
regeneration of West
Dunbartonshire.
Page 157

Page 82

Dunabrtonshire are
£567.60 per week,
compared with £595
in Scotland and
£587.10 in Great
Britain. For workers
based in West
Dunbartonshire the
figures are £584.10
in West
Dunbartonshire
compared with
£592.70 in Scotland
and £586.70 in Great
Britain. EMISSIONS
CO2 emissions by
area are higher in
West
Dunbartonshire at
2.4 CO2 tonnes per
square kilometre
than in Scotland at
0.4 and the UK at
1.4.
Sex
Men are still almost
twice as likely to
start businesses as
women. The scale of
Scotland's
enterprise 'gap' is
illustrated by
estimates suggesting
that Scotland would
have an additional
108,480 businesses
if women's business
ownership rates
equalled those of
men. This would
equate to a 32%
increase in
Scotland's business
base. (Business
Gateway)
Women's enterprise
can be difficult to
precisely define and
enumerate, but it is
estimated that
around 21% of
Scotland's 339,000
small to medium
sized enterprises are
majority-led by
women and a further
22% are equally-led
by women and men.
(Business Gateway).
We will offer
support to female
entrepreneurs to
start up and grow
businesses.
Gender Reassign N/A
Health
The Strategy
responds to the
Scottish
Government’s vision
of “A Wellbeing
Economy: Thriving
across economic,
social and
Economic well being
and heath are
interconnected
The Strategy
acknowledges the
importance of
improving health
and well being
Page 158

Page 83

environmental
dimensions”
Human Rights
The Council is bound
by the European
convention on
Human Rights
(ECHR). The EHRC
convention is
relevant to social
and economic rights
The UK is signatory
to the UNCRC and
UN International
Covenant on
Economic, Social and
Cultural Rights
(ICESCR)
The Strategy notes
the centrality of
tacking poverty and
child poverty The
Strategy note the
importance of fair
employment
The strategy is
supports the
fulfillment of human
rights, children's
rights and Economic,
Social and Cultural
Rights (ICESCR)
Marriage & Civil
Partnership N/A
Pregnancy &
Maternity N/A
Race
While it is widely
recognised that
Ethnic Minority-led
Businesses (EMBs)
make a variety of
economic and social
contributions to
their communities
and the wider
society in Scotland,
there are
longstanding
concerns that Ethnic
Minority
Entrepreneurs
(EMEs) do still
experience relative
disadvantage in a
number of areas.
(University of
Strathclyde Business
School, Hunter
Centre for
Entrepreneurship)
The first area of
disadvantage
identified in this this
report is gaps in
financial
management skills.
EMBs in Scotland are
significantly less
likely to have
someone with
financial training
managing business
finances. Scottish
EMBs are also more
likely to
overestimate costs,
and to fail due to
unprofitability and
access to finance
issues. (University of
Strathclyde Business
School, Hunter
Centre for
Entrepreneurship)
We will offer
support for financial
management skills
to Ethnic Minority
Businesses and to
help them start up
and grow
businesses.
We will offer
support for financial
management skills
to Ethnic Minority
Businesses and to
help them start up
and grow
businesses.
Page 159

Page 84

Religion and Belief N/A
Sexual Orientation N/A
Actions
Policy has a negative impact on an equality group,but is still to be implemented, please
provide justification for this.
N/A
Will the impact of the policy be monitored and reported on an ongoing bases?
Yes.
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the recommendation
EIA 399 details the new Strategy's potential positive impacts across the interconnected areas of
equalities, human rights, health and welling being and reducing socio-economic inequalities, as well
as just transition to a greener economy. The impact assessment notes relevant areas are highlighted
in the strategy, as is improved partnership working being central to addresses inequalities and and
sustainable inclusive growth and embedding fairness; the Strategy notes that we must respond to the
opportunities set out in the West Dunbartonshire Community Empowerment Strategy The new
Economic Development strategy will provide direction for helping the Council to meet those goals.
Page 160