Document Pack (Bookmarked) IRED 16 08 23
West Dunbartonshire Council · 16 August 2023
Back to Infrastructure, Regeneration & Economic Development Committee — 16 August 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 16 August 2023 ___________________________________________________________________ Time: 10:00 a.m. ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Infrastructure, Regeneration and Economic Development Committee as detailed above. Members will have the option to attend the meeting remotely, or in person, at the Civic Space, 16 Church Street, Dumbarton, G82 1QL. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor David McBride (Chair) Councillor Jonathan McColl Councillor Michelle McGinty Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor Gordon Scanlan Councillor Hazel Sorrell 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: 3 August 2023 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 3 AUGUST 2023 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETINGS 7 – 16 Submit for approval as correct records, the Minutes of the Meetings of the Infrastructure, Regeneration and Economic Development Committee held on: (a) Ordinary meeting – 24 May 2023, and (b) Special meeting – 7 July 2023. 7 SALE OF SITE DUNTOCHER ROAD ADJACENT TO 17 – 20 KILBOWIE ROAD ROUNDABOUT Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council to enter into a contract for the disposal of the site at Duntocher Road, Clydebank to Langlee Ltd. Page 3
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8 SALE OF UPPER FLOORS AT 102 MAIN STREET, 21 – 27 ALEXANDRIA G83 0PB Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council to enter into a contract for the disposal of property at 102 Main Street, Alexandria, G83 0PB to Sava Estates Ltd. 9 SALE OF SITE AT LEVENSIDE ROAD, VALE OF LEVEN 29 – 36 INDUSTRIAL ESTATE, DUMBARTON G82 3PE Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council to enter into a contract for the disposal of the site at Levenside Road, Vale of Leven Industrial Estate, Dumbarton G82 3PE to Mr Tahir Rashid. 10 SALE OF 1.08 HECTARES (2.66 ACRES) OF LAND AT 37 – 41 AUCHENTOSHAN ESTATE, MOUNTBLOW ROAD, CLYDEBANK Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council to enter into a contract for the disposal of 1.08 Hectares (2.66 acres) of land at Auchentoshan Estate, Mountblow Road, Clydebank to Brian Kilgour. 11 SALE OF BLOCK 6, LOMOND INDUSTRIAL ESTATE, 43 – 47 ALEXANDRIA G83 0TL TOGETHER WITH ASSOCIATED LAND Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council to enter into a contract for the disposal of Block 6, Lomond Industrial Estate, Alexandria together with associated land to Torwood Estates Ltd. 12 SALE OF 283 m2 (0.07 ACRES) OF LAND ADJACENT TO 49 – 53 CRAIGIELEA ROAD, DUNTOCHER Submit report by Chief Officer – Supply, Distribution and Property seeking approval for the Council enter into a contract for the disposal of 283 m2 (0.07 acres) of land adjacent to Craigielea Road, Duntocher to BDW Trading Limited, trading as Barratt West Scotland. 13 WASTE STRATEGY 55 – 120 Submit report by Chief Officer – Roads and Neighbourhood, seeking approval on a new Waste Strategy, which provides an overarching route map on how the Council intends to achieve its regulatory and legislative targets over the next 5 years. Page 4
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14 CHILDREN’S HEALTH, CARE AND CRIMINAL JUSTICE 121 – 124 SERVICES ACCOMMODATION IN ALEXANDRIA Submit report by Chief Officer – Supply, Distribution and Property providing an update regarding the agreed option for Children’s Health, Care and Criminal Justice Services accommodation in Alexandria. 15 INFRASTRUCUTRE, REGENERATION & ECONOMIC 125 – 155 DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 3 (30 JUNE 2023) Submit report by Chief Officer – Resources providing an update on the financial performance to 30 June 2023 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). Page 5
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 24 May 2023 at 10.00 a.m. Present: Councillors David McBride, Jonathan McColl, Michelle McGinty, John Millar*, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. *Arrived later in the meeting. Attending: Angela Wilson, Chief Officer – Supply, Distribution and Property; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Craig Jardine, Corporate Asset Manager; Michelle Lynn, Assets Coordinator; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Gillian McNamara, Economic Development Manager; Nicola Moorcroft and Ashley MacIntyre, Committee Officers. Apology: An apology for absence was intimated on behalf of Councillor Lawrence O’Neill. Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor David McBride, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting be done by roll call vote to ensure an accurate record. ITEM 6a Page 7
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 1 February 2023 were submitted and approved as a correct record. *Councillor Millar entered the meeting during consideration of this item. REGULATORY AND REGENERATION DELIVERY PLAN (ECONOMIC DEVELOPMENT ELEMENTS) 2022/2023 YEAR END REPORT AND REGULATORY AND REGENERATION (ECONOMIC DEVELOPMENT ELEMENTS) DELIVERY PLAN 2023/2024 A report was submitted by the Chief Officer – Regulatory and Regeneration, setting out the Regulatory and Regeneration (Economic Development Elements) Delivery Plan 2022/23 end of year report and Regulatory and Regeneration (Economic Development Elements) Delivery Plan for 2023/24. After discussion and having heard the Chief Officer – Regulatory and Regeneration, the Assets Coordinator and the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2023/24. ROADS AND NEIGHBOURHOOD DELIVERY PLAN 2022/23 YEAR END REPORT AND ROADS AND NEIGHBOURHOOD DELIVERY PLAN 2023/24 A report was submitted by the Chief Officer – Roads and Neighbourhood, setting out the Roads and Neighbourhood Delivery Plan 2022/23 end of year report and Roads and Neighbourhood Delivery Plan for 2023/24. After discussion and having heard the Chief Officer – Roads and Neighbourhood and the Corporate Asset Manager, in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2023/24. Page 8
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SUPPLY, DISTRIBUTION AND PROPERTY (CORPORATE ASSET MANAGEMENT) DELIVERY PLAN 2022/23 YEAR END REPORT AND SUPPLY, DISTRIBUTION AND PROPERTY (CORPORATE ASSET MANAGEMENT) DELIVERY PLAN 2023/24 A report was submitted by the Chief Officer – Supply, Distribution and Property, setting out the Supply, Distribution and Property (Corporate Asset Management) Delivery Plan 2022/23 Year End Report and Supply, Distribution and Property (Corporate Asset Management) Delivery Plan for 2023/24. After discussion and having heard the Chief Officer – Supply, Distribution and Property, the Corporate Asset Manager and the Economic Development Manager, in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2023/24. SALE OF 90-96 NORTH STREET, ALEXANDRIA G83 0EB A report was submitted by the Chief Officer – Supply, Distribution and Property seeking approval to enter into a contract for the disposal of the property at 90-96 North Street, Alexandria to NWL Investment Ltd. After discussion and having heard the Assets Coordinator, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the sale of the property to NWL Investment Ltd (SC 653864) for the sum of £153,000; (2) to authorise the Chief Officer – Supply, Distribution and Property to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. SALE OF PROPERTY AT 26-30 GLASGOW ROAD CLYDEBANK G81 1SE A report was submitted by the Chief Officer – Supply, Distribution and Property seeking approval enter into a contract for the disposal of the property at 26-30 Glasgow Road, Clydebank to Idrigil Ltd. After discussion and having heard the Assets Coordinator, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the disposal of the site to Idrigil Limited for the sum of £120,000; (2) to authorise the Chief Officer – Supply, Distribution and Property to conclude negotiations; and Page 9
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(3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. DEPOT RATIONALISATION PROJECT DELIVERY PHASE 2 A report was submitted by Chief Officer – Supply, Distribution and Property providing an update on the current status of the Depot Rationalisation Project and seeking approval to progress with Phase 2, which would see the delivery of refurbished depot accommodation across two sites. After discussion and having heard the Chief Officer – Supply, Distribution and Property and the Assets Coordinator, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the Depot Rationalisation Project update; (2) to the proposals as set out within the report to progress with the refurbishment of depot accommodation across two existing sites; and (3) to the proposals as set out within the report to agree a new , Reuse and Resource Centre (Waste Transfer Station) on the existing Poplar Road site in Dumbarton. ASSET TRANSFER OF LAND AT KILMARONOCK KIRK G83 0SB A report was submitted by Chief Officer – Supply, Distribution and Property seeking approval for the transfer of an area of land to Kilmaronock Old Kirk Trust following a Community Asset Transfer request. After discussion and having heard the Assets Coordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the transfer of the land to Kilmaronock Old Kirk Trust (KOKT) for nil consideration; (2) to authorise the Chief Officer – Supply, Distribution and Property to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transfer on such conditions as considered appropriate. ASSISTED UPLIFT POLICY REVIEW A report was submitted by Chief Officer – Roads and Neighbourhood, setting out detail on the review of the Assisted Uplift Policy and the proposed eligibility criteria to be adopted and issued to all current users. Page 10
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After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, Councillor McBride moved:- (1) to note the review undertaken of the Assisted Uplift Policy; (2) to approve the proposed eligibility criteria for the scheme as set out in paragraph 4.4 of the report; (3) to note that all current users will be notified of the new Policy and criteria; and (4) to note that the update of the Assisted Uplift Policy would support the implementation of the route review; Councillor McColl asked Councillor McBride if he would be willing to accept the following as an addendum to his motion:- The Chief Officer – Roads and Neighbourhood, in consultation with the Convener of the IRED Committee, will implement a process for those individuals not meeting the criteria, but for whom it would be unreasonable to expect them to be able to pull their own bins out, to apply for the service and be considered as exceptional circumstances. Current service users must be notified and given at least four weeks to apply under the new criteria. Where an application is unsuccessful and the applicant notified of such, the service will remain in place for at least one final uplift before being withdrawn. Councillor McBride agreed to accept the addendum and the motion, with the addendum, was agreed by the Committee. PROPOSED ASSIGNATION OF FORMER RESIDENTIAL OUTDOOR EDUCATION AND CONFERENCE CENTRE – McGREGORS LANDING, ARDLUI, BY ARROCHAR A report was submitted by the Chief Officer – Supply, Distribution and Property, advising on the outcome of the marketing of the former Residential Outdoor Education and Conference Centre, at McGregors Landing, Ardlui by Arrochar, detailing the option appraisal process and seeking approval for the proposed assignation of the property. After discussion and having heard the Assets Coordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the assignation of the lease of McGregor’s Landing, Ardlui, by Arrochar to Jacqui Johnston, subject to the Council obtaining prior written consent of the Landlord to the proposals contained within this report; Page 11
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(2) to approve the granting of a rent free period of up to 18 months from the date of entry of the property; (3) to authorise the Chief Officer – Supply, Distribution and Property to conclude negotiations; and (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude the assignation or sub-lease to such conditions as considered appropriate. UPDATE ON PROPERTY AND LAND DISPOSAL STRATEGY 2021-2026 A report was submitted by Chief Officer – Supply, Distribution and Property providing an update on the Property and Land Disposal Strategy 2021-2026 as approved at the meeting of the Infrastructure Regeneration and Economic Development Committee held on 12 May 2021. After discussion and having heard the Assets Coordinator in further explanation and in answer to Members’ questions, the Committee agreed to note the progress on the priorities and objectives, which are set out in the Property and Land Disposal Strategy 2021-2026. The meeting closed at 11.23 am Page 12
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Special Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Friday, 7 July 2023 at 9.00 a.m. Present: Councillors David McBride, Jonathan McColl, Michelle McGinty, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Alan Douglas, Chief Officer – Regulatory and Regeneration; Craig Jardine, Corporate Asset Manager; Michelle Lynn, Assets Coordinator; Ashley MacIntyre and Lynn Straker, Committee Officers. Apologies: Apologies for absence were intimated on behalf of Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Gail Macfarlane, Chief Officer – Roads and Neighbourhood and Laurence Slavin, Chief Officer – Resources. Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor David McBride, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in the item of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting be done by Roll Call vote to ensure an accurate record. ITEM 6b Page 13
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LEASE OF NAPIER HALL, 312 DUMBARTON ROAD, OLD KILPATRICK (a) Deputation In terms of Standing Order No. 18, the Committee agreed to receive a contribution from Ms Julie Hunter in relation to the following petition:- After 55 years, The Napier Hall is up for closure which directly affects the local playgroup & toddlers which has been run by the same person for 20 years (or more). This group has brought together children and parents during a time where socialising has been extremely difficult and now with the option being ripped away and forced to close, we are hoping to save the group and hall! We have tried many different approaches, all which have failed, and now Thursday 22nd June is set to be the final day. Please help us save our local hall/playgroup! The Chair, Councillor McBride, on behalf of the Committee thanked Ms Julie Hunter for her contribution. (b) Report by the Chief Officer – Supply, Distribution and Property A report was submitted by the Chief Officer – Supply, Distribution and Property, considering the transfer of Napier Hall to a community organisation that would manage the facility for the benefit of the local community in the form of a lease arrangement. After discussion and having heard the Assets Coordinator in further explanation of the report and in answer to Members’ questions, Councillor McBride, seconded by Councillor McGinty moved:- The Committee agrees:- (1) to approve the lease to Old Kilpatrick Food Parcels on the basis of a 10 year lease at a rental of £10,200 per annum; (2) that the lease would contain the same terms and conditions for use as in the current title deeds, this would ensure the hall remains for community use for the full period of the 10 year lease; (3) to authorise the Chief Officer – Supply, Distribution and Property to conclude negotiations; and (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. Page 14
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As an amendment, Councillor Oxley, seconded by Councillor Scanlan moved:- If a decision is taken today, significant bad feeling will be felt within the community which will not benefit Old Kilpatrick Food Parcels, West Dunbartonshire Council, nor the community of Old Kilpatrick as a whole. Old Kilpatrick Food Parcels is a valuable and worthwhile community group that has helped so many in their hour of need. This motion does not question the value and importance of this local community group. It is imperative that all parties are clear that a fair due process took place which led to this long lasting decision and that clarity is found in regard to the viability and practicality of current user groups continuing to use the hall. With this in mind, Committee agrees to continue this matter to the next full IRED Committee on 16 August 2023 for two reasons:- (1) to allow for further detail around the process to be brought back to the Committee to satisfy all interested parties, including the bidders who were not chosen; and (2) to allow time for discussion to determine the feasibility of all user groups continuing to use the hall and having written conditions presented for agreement to secure continued access where possible. The Council should use the time afforded to provide mediation opportunities between all parties involved around continued access and to release further information regarding the process which led to this recommendation. This transparency is crucial as some groups believe they could not use the hall for various reasons. It is vital that this Committee has information at hand and that it is presented publically before a decision is made. The amendment speaks for itself and is a reasonable request that Committee should consider. Having spoken and met with every single community group that submitted a note of interest, it has been clear from all conversations that there has been a lack of information and also misinformation spread, both of which has caused tensions amongst the community. Regardless of whatever decision is taken and whichever group the Napier Hall is leased to, the Council has to take some responsibility for the mess that has been made and must help clean it up through some sort of mediation. This amendment gives the Council time to do this and when we discuss the matter again next month, I would hope that some of the big issues and concerns would have been addressed and a somewhat positive outcome can be reached for all. Page 15
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ADJOURNMENT Having heard Councillor McBride, Chair, the Committee agreed to adjourn the meeting at 9.45 a.m. for one hour to allow a Special Meeting of the Education Committee to commence at 10 a.m. The meeting reconvened at 10.45 a.m. with all Members listed in the sederunt present. LEASE OF NAPIER HALL, 312 DUMBARTON ROAD, OLD KILPATRICK (CONTINUED) On a roll call vote being taken, 7 Members voted for the motion, namely Councillors McBride, McGinty, Millar, O’Neill, Rooney, Sorrell and Steel and 5 Members voted for the amendment, namely Councillors McColl, Oxley, Pollock, Scanlan and Traynor. The motion was accordingly declared carried. The meeting closed at 11.20 a.m. Page 16
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject : Sale of Site at Duntocher Road, adjacent to Kilbowie Roundabout, Clydebank 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the Council to enter into a contract for the disposal of the site at Duntocher Road, Clydebank to Langlee Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the site to Langlee Ltd for a figure of £500,000 plus VAT. (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate. (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The site is wholly owned by West Dunbartonshire Council and is surplus to the requirements of any Council service. 3.2 The site was not marketed for sale and is currently vacant and has been unused for many years. 4. Main Issues 4.1 The site is not required by the Council for any operational purpose. 4.2 The site was not marketed but the Council were approached by the Director of Langlee Ltd, Brian Kilgour approached the Council and expressed his interest in purchasing the site and subsequently followed this up with an offer to purchase. ITEM 7 Page 17
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4.3 The offer is subject to all Planning Permissions, Building Warrants, Completion Certificates and all other requisite Consents affecting the Subjects, together with all relative Plans. 4.4 The proposed development will develop an area of land which is currently underutilised. 4.5 The site is to be used for a commercial purpose incorporating electric vehicle charging station and battery storage and for no other purpose. 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £500,000 plus VAT. 6.2 The Council no longer have to incur resources in managing the site, and dealing with complaints and costs connected with flying-tipping. 6.3 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process and the property may require to be remarketed. 8. Environmental Sustainability 8.1 Any development of the site will require to be in line with current planning building standard requirements. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regulatory Services, Roads and Planning. Page 18
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11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt. 11.2 By agreeing to this proposal, a site which has been vacant and disused for a number of years will be brought back into a serviceable and employment generating use and the future liability for the ingoing upkeep and maintenance of the site will be removed from the Council. 11.3 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 13 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Elaine Medinelli, Estates Surveyor. Email: elaine.medinelli@west-dunbarton.gov.uk Appendices: Appendix 1 – Site Plan Background Papers: None Wards Affected: 5 Page 19
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Important Do not scale from this drawing. Any discrepancies to be reported to the Contract Administrator. Job Title Drawing Title Scale Job No. Date Drawing No. Drawn Rev. Issue SheetSupply, Distribution and Property Chief Officer: Angela Wilson Corporate Asset Management Consultancy Services Council Offices Bridge Street DUMBARTON G82 1NT Tel: 01389 737000 Consultancy Services Architectural Quantity Surveying Engineering Clerk of Works Rev. Amendments Date By Site at Great Western Road & Duntocher Road Location Plan NTS A3 18.7.23 J.C. em/1001 AL(9)X01 Information Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2022. All right reserved. West Dunbartonshire Council Licence No. 100020790 N SITE Great Western Road (A82) Kilbowie Road (A8014) Duntocher Road (B814) ITEM 7 - APPENDIX 1 Page 20
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject : Sale of Upper Floors of 102 Main Street , Alexandria G83 0PB 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the Council to enter into a contract for the disposal of the property at 102 Main Street, Alexandria, G83 0PB to Sava Estates Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the site to Sava Estates Ltd (SC 383078) for a figure of £43,101 plus vat. (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The property is wholly owned by West Dunbartonshire Council and is currently unused and surplus to the requirements of any Council service. 3.2 The property was previously used as a dentist (first floor) and offices (second floor) but has lain empty and unused for a number of years. 4. Main Issues 4.1 The property is not required by the Council for any operational purpose. 4.2 The property was extensively marketed for sale during May and June 2023. Marketing Details were prepared (Appendix 1). ITEM 8 Page 21
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4.3 The availability of the property was listed on the Councils website and social media. Details were also circulated to commercial property agents, local solicitors, business development bodies and the property was listed on the main Commercial property marketing websites. 4.4 A closing date was set for receipt of informal offers on Thursday 29 June 2023. Four offers were received ranging from £27,435 to £43,101. 4.5 The offer from Sava Estates Ltd is subject only to standard commercial conditions and is not subject to survey, valuation or planning consent for change of use. 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £43,101 plus vat. 6.2 The Council will no longer have to incur resources in managing and maintaining the property including utility costs. 6.4 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process and the property may require to be remarketed. 8. Environmental Sustainability 8.1 An historic Asbestos Report has been provided to the preferred bidder and there are no issues arising from this. 8.2 Any future redevelopment/refurbishment of the property will require to be in line with current building standards. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. Page 22
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10. Consultation 10.1 Consultations have been undertaken with Finance, Regulatory Services and Planning. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and removing a liability from the property portfolio. 11.2 The upper parts of a prominent building on Alexandria Main Street which has lain vacant and disused for a number of years will be brought back into serviceable use. 11.3 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 6 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk J David Johnston, Estates Surveyor. Email: david.johnston2@west-dunbarton.gov.uk Appendices: Appendix 1 – Marketing Details. Background Papers: None Wards Affected: Ward 2 Page 23
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FOR SALE: RESIDENTIAL DEVELOPMENT OPPORTUNITY - ITEM 8 -APPENDIX 1 FIRST & SECOND FLOORS, 102 MAIN STREET, ALEXANDRIA G83 0PB INTRODUCTION These are vacant upper floors which are in the ownership of West Dunbartonshire Council but which are surplus to requirements. The property is considered suitable for conversion to residential use. The property has been unoccupied for a number of years and is in a poor state of repair internally. The property is being offered for sale in its existing condition and no warranties will be provided. LOCATION Alexandria is the principle town within the Vale of Leven and is located 20 miles west of Glasgow. The town is the main retail centre within the Vale of Leven serving the nearby towns of Balloch, Bonhill, Jamestown and Renton, which together have a combined population of over 20,000. The Vale of Leven is a major tourist attraction with the Loch Lomond and the Trossachs National Park attracting over 4 million visitors per year. Alexandria is well connected with the A82 running to the west of the town being the main vehicular route between the Central belt and the Western Highlands and Argyll. Alexandria Railway Station, which is located within the town centre, provides regular train services to Glasgow Queen Street. ITE Page 24
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The subjects are located on the west side of the Main Street at the junction with Bank Street. The surrounding properties contain mainly retail uses at ground floor level with residential above. Alexandria town centre has recently been upgraded with new wider pavements; resurfacing of the roads and new paving slabs. In addition the historic Smollet fountain has been repaired and upgraded. DESCRIPTION The property is situated on the first and second floors of a two story red sandstone and slated terraced block with access by way of an enclosed staircase entered from the rear of the property. The property was last used as a dentist surgery (first floor) and office (second floor) but retains the residential characteristics of its original use. The building was recently re-roofed (2022). FLOOR AREA First Floor: 1,033sq ft (96sqm) or thereby. Second Floor: 495 sq ft (46sqm) or thereby. PLANNING The property is within Alexandria town centre and as such is zoned for town centre use. Current planning policy is that the residential use of vacant upper floors of buildings within the town centre is to be encouraged. The previous use of the premises was for a surgery and office. Accordingly, a planning application will require to be submitted if a purchaser wishes to develop the property for residential use. In addition, a building warrant will be required for any structural alterations required to the property. It is strongly recommended that interested parties contact Planning and Building Standards at West Dunbartonshire Council. TEL 0141 951 7930 to discuss any proposals they might have for the site. Email: development.management@west-dunbarton.gov.uk RATING The property is currently entered in the Valuation Roll at NAV/RV (2017) as follows: First floor: £6,500 per annum Second Floor: £1,550 per annum Second Floor: £1,200 per annum. Further information can be obtained by contacting the Assessor’s Office, Clydebank on telephone number 0141-562-1272 or visit their website at: www.saa.gov.uk These properties are currently listed as being Council Tax band ‘A’ UTILITY SERVICES The property benefits from mains water and electricity. No warranty is given in respect of the condition of these services and any prospective purchasers will require to satisfy themselves as to the suitability of these utilities. Page 25
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TITLE INFORMATION The Council’s title relates to the ownership of the first and second floor premises and the rear yard area all as shown outlined red on the attached OS plan, which is for indicative purposes only. The Purchaser of the upper floors will also get title to the rear yard area but this will be subject to all existing rights of access. The Council will specifically except from warrandice access rights which any parties may have over the subjects. It is intended that the Purchaser will take on full responsibility (100%) of the costs for the repair and maintenance of the roof. It is intended that the share of the other common parts of the building will be split as follows: Ground Floor: 33% Upper floors: 67% VAT The property is elected for Vat and accordingly Vat will be charged on the price. OFFERS We are seeking offers for the benefit of the Councils interest in the property. It is likely that a Closing date will be set for receipt of offers and it is strongly recommended that parties’ register their interest in writing. FURTHER INFORMATION and VIEWING Parties are asked to register their interest in writing with: J David Johnston, Asset Management West Dunbartonshire Council Council Offices 16 Church Street Dumbarton G82 1QL Tel: 07785632859 Email: David.johnston2@west-dunbarton.gov.uk 106 1 6 100 4 to 10 138 88 15 95 125 134 95 135 72 72 22 16 CREVEUL COURT 9 107 72 134 63 11 135 7 114 91 Car Park 76 118 to 128 109 PH 93 132 71 55 to 36 27 94 3 5 171 4 105 26 Car Park 73 169 130 116 1 158 to Sub Sta 93 49 21 32 2 MIDDLETON STREET LB 72 107 Pavilion 112 115 124 85 El Sub Sta 70 60 3 20.3m 45 63 102 96 Garage 57 59 24 Bank 6 165 110 84 102 13 144 99 to 105 4c 78 DWs 146 98 51 115 4 86 1 to 5 164 to PO Dunbritton 109 145 129 111 to 117 121 2 168 PH 22 43 2 8 167 123 88 149 111 5 140 143 132 24 10 121 to 61 20 67 Car Park 127 to 133 83 El to 163 118 127 65 4a 21.6m Bank 77 78 PCs 140 43 (PH) 59 MC ALISTER ROAD 68 22.0m 7 86 53 69 38 166 9 136 113 160 11 to 13 126 89 30 79 2 97 21.8m 120 20 74 108 Library 20 80 141 3 Shelter 99 47 72 MAIN STREET 61 28 106 Apartments 70 SUSANNAH STREET 18 80 Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2015. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : 102 Main Street, Alexandria Scale : 1:1250Date : 19/04/2018 Map Ref : NS3980SWMap No : AM347 Page 26
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Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2015. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : 102 Main Street, Alexandria Scale : 1:1250Date : 19/04/2018 Map Ref : NS3980SWMap No : AM347 106 1 6 100 4 to 10 138 88 15 95 125 134 95 135 72 72 22 16 CREVEUL COURT 9 107 72 134 63 11 135 7 114 91 Car Park 76 118 to 128 109 PH 93 132 71 55 to 36 27 94 3 5 171 4 105 26 Car Park 73 169 130 116 1 158 to Sub Sta 93 49 21 32 2 MIDDLETON STREET LB 72 107 Pavilion 112 115 124 85 El Sub Sta 70 60 3 20.3m 45 63 102 96 Garage 57 59 24 Bank 6 165 110 84 102 13 144 99 to 105 4c 78 DWs 146 98 51 115 4 86 1 to 5 164 to PO Dunbritton 109 145 129 111 to 117 121 2 168 PH 22 43 2 8 167 123 88 149 111 5 140 143 132 24 10 121 to 61 20 67 Car Park 127 to 133 83 El to 163 118 127 65 4a 21.6m Bank 77 78 PCs 140 43 (PH) 59 MC ALISTER ROAD 68 22.0m 7 86 53 69 38 166 9 136 113 160 11 to 13 126 89 30 79 2 97 21.8m 120 20 74 108 Library 20 80 141 3 Shelter 99 47 72 MAIN STREET 61 28 106 Apartments 70 SUSANNAH STREET 18 80 Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2015. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : 102 Main Street, Alexandria Scale : 1:1250Date : 19/04/2018 Map Ref : NS3980SWMap No : AM347 Page 27
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject : Sale of Site at Levenside Road, Vale of Leven Industrial Estate, Dumbarton G82 3PE 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the Council to enter into a contract for the disposal of the site at Levenside Road, Vale of Leven Industrial Estate, Dumbarton to Mr Tahir Rashid. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the site to Mr Tahir Rashid for a figure of £51,789 plus vat. (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate. (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The site is wholly owned by West Dunbartonshire Council and is surplus to the requirements of any Council service. 3.2 The site is currently let on a month to month basis to an individual who uses it for storage in connection with his business which is located nearby. 4. Main Issues 4.1 The property is not required by the Council for any operational purpose. 4.2 The property was extensively marketed for sale during May and June 2023. Marketing Details were prepared (Appendix 1). ITEM 9 Page 29
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4.3 The availability of the property was listed on the Council’s website and social media. Details were also circulated to commercial property agents, local solicitors, business development bodies and the property was listed on the main Commercial property marketing websites. 4.4 A closing date was set for receipt of informal offers on Wednesday 5 July 2023. Seven offers were received ranging from £6,500 to £51,789. 4.5 The offer from Mr Tahir Rashid is subject only to standard commercial conditions and is not subject to survey or valuation. Mr Tahir Rashid intends to build a light industrial unit on the site to use for storage, 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £51,789 plus vat. 6.2 The Council will no longer have to incur resources in managing the property and dealing with complaints and costs connected with fly tipping on the site. 6.3 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process and the property may require to be remarketed. 8. Environmental Sustainability 8.1 Any development of the site will require to be in line with current planning building standard requirements. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regulatory Services, Roads and Planning. Page 30
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11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and removing a liability from the property portfolio. 11.2 A site on one of the main Industrial/commercial estates will be developed and brought back into economic use. 11.3 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 6th July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk J David Johnston, Estates Surveyor. Email: david.johnston2@west-dunbarton.gov.uk Appendices: Appendix 1 – Marketing Details. Background Papers: None Wards Affected: 3 Page 31
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FOR SALE: DEVELOPMENT SITE- ITEM 9 APPENDIX 1 LEVENSIDE ROAD, VALE OF LEVEN INDUSTRIAL ESTATE, DUMBARTON G82 3PE PROPOSAL West Dunbartonshire Council are pleased to offer for sale the heritable interest in this site located within the established Vale of Leven Industrial Estate. LOCATION Vale of Leven Industrial Estate is located approximately 0.5 mile from the A82 (Glasgow - Inverness trunk road) which gives access to the M8, via the Erskine Bridge (approx 5 miles), Glasgow city centre (approx 16 miles), Renton station (on the Balloch line) is within walking distance of Vale of Leven Industrial Estate and is accessed by footbridge over the River Leven. The estate is long-established, and offers good connectivity in conjunction with a semi-rural setting. PROPERTY The property for sale comprises a regular shaped level site situated on the west side of Levenside Road . The site has gate access and is fenced. The surrounding area contains industrial properties and development land. Page 32
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SITE AREA We calculate the site area extends to 645 sq meters (0.16 acres) or thereby. The site boundaries are shown on the attached plan. PLANNING In the proposed local development plan (2020, as amended), the site is zoned as existing industry and business use. Accordingly, Use Classes 4, 5 and 6 would be appropriate for the site. Interested parties are advised to make their own enquiries about the site to: WDC Planning Planning and Building Standards Telephone : 0141 951 7940 Email : buildingandplanning@west-dunbarton.gov.uk TENURE The heritable interest in the property is available for sale. SUBSTATION There is an electricity substation to the north west of the site which is excluded from the demise to be sold. SP Distribution Ltd and their permitted successors and assignees have a free and uninterrupted right of access from the substation to Levenside Road along the route shown hatched on the attached plan. Accordingly, this area of the site cannot be built upon or blocked in any way. VAT The property is elected and accordingly Vat will be added to the purchase price. OFFERS We are seeking offers for the benefit of the Council’s interest in the property. It is likely that a closing date will be set for receipt of offers and it is strongly recommended that parties register their interest in writing. FURTHER INFORMATION and VIEWING Parties are asked to register their interest in writing with: J David Johnston, Asset Management West Dunbartonshire Council Council Offices 16 Church Street Dumbarton G82 1QL Tel: 07785632859 Email: David.johnston2@west-dunbarton.gov.uk Page 33
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IMPORTANT NOTICE 1. These particulars are set out as a general outline only for the guidance of intended purchasers or lessees, and do not constitute, nor constitute part of an offer or Contact. 2. All descriptions, dimensions, reference to condition and necessary permissions for use and occupation, and other details are given without responsibility and any intending purchasers or tenants should not rely on them as statements or representations of fact but must satisfy themselves by inspection or otherwise as to the accuracy of all matters upon which they intend to rely. 3. No person in the employment of West Dunbartonshire Council has any authority to make or give any representation or warranty whatever in relation to this property. 4. This brief does not constitute approval under the Planning Act. The purchaser will require to submit applications for planning permission etc. in the usual manner. Advice in this respect is available from the Council’s Development Management Team. 5. West Dunbartonshire Council reserve the right to impose title conditions/ securities to take into account the particular circumstances of the transaction including, for example, the proposed use of the subjects and any price restrictions.” Date prepared: May 2023 Page 34
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Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2019. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : Area in Vale of Leven Industrial Estate Scale : 1:1000Date : 30/01/2020 Map Ref : NS3977NWMap No : El LEVENSIDE ROAD 1 LB 6 Car Park 3.7m which Ordinary Spring Tides flow Industrial Estate MLWS Levenside House Ppg Sta (dis) Highest Point to Vale of Leven LEVENSIDE BUSINESS COURT LEVENSIDE ROAD Sub Sta West Dunbartonshire Council Title: Area in Vale of Leven Industrial Estate Reproduced by permission of Ordnance Survey on behalf of HMSO. (C) Crown copyright and database right 2019. All rights reserved. West Dunbartonshire OS Licence Number 100020790. Map No : Map Ref: NS3977NW Date : 30/01/2020 Scale : 1:1000 Page 35
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Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2019. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : Wayleave at Levenside Road, VoLIE Scale : 1:500Date : 25/05/2021 Map Ref : NS3978SWMap No : AM620 Sub Sta El Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2019. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : Wayleave at Levenside Road, VoLIE Scale : 1:500Date : 25/05/2021 Map Ref : NS3978SWMap No : AM620 Page 36
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject : Sale of 1.08 Hectares (2.66 acres) of land at Auchentoshan Estate, Mountblow Road, Clydebank 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the Council of the Committee that the Council enter into a contract for the disposal of 1.08 Hectares (2.66 acres) of land at Auchentoshan Estate, Mountblow Road, Clydebank to Brian Kilgour. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the site to Brian Kilgour, at a price of £225,000 plus VAT. (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate. (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 This land is wholly owned by West Dunbartonshire Council and comprises cleared land which previously housed the former Auchentoshan Day Centre at the Auchentoshan Estate in Clydebank. The land is currently unoccupied and has been for a number of years, extending to 1.08 Hectares (2.66 acres) or thereby and as shown delineated bold on the Location Plan attached as Appendix 1. 3.2 A lease disposal (with Option to Purchase) to The Church of Scotland operating as ‘CrossReach’ was previously approved by Committee on 17 September 2014. However, the transaction with CrossReach ultimately did not conclude and has remained available and marketed for sale by Asset Management since that time. ITEM 10 Page 37
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3.3. The site is accessed by a private road leading from Mountblow Road, Clydebank, which in turn connects the A82 trunk road to the north with Dumbarton Road (A814) to the south. 3.4 In terms of historic use, the Day Centre which was owned and operated by the Council, closed in February 2009 and the service was relocated. Following the closure, the property suffered from extensive vandalism and was subject of several arson incidents. As a result, the building became dilapidated, unsafe and a financial burden on the Council in terms of ongoing maintenance and security. The building was therefore demolished by the Council in 2013. 3.5 The main part of the site (was previously occupied by the former Day Care building) is level which then drops steeply to the south down to a level terrace which is accessed by a rough roadway. The lower area accessed by stone steps from the upper terrace is included within the area to be potentially sold. 3.6 Generally the site is unfenced and open apart from palisade fences to the east and south of the building. At other boundaries, there is a mixture of trees and low timber post and wire fencing. The site is secluded within an extensive woodland area subject to Tree Preservation Order(s). 3.7 Three residential dwellings border the site on the west and existing vehicle and pedestrian access rights to them must be retained. In addition, two woodland paths emerge at the north end of the site and access to the same must also be reserved. 3.8 The site property benefits from mains water, electricity and gas connections. The drainage system is via a private sewer leading generally south of the site, through Dalmuir Golf Course and joins the public sewer which also runs through the golf course and into Littleburn Place, Clydebank. Part of the drainage system from the Kilpatrick Nursery School and the three houses to the west of the site also link into the private sewer. 4. Main Issues 4.1 The property is not required by the Council for any operational purposes. 4.2 The site has been available for sale and ultimately unsold for a considerable number of years. 4.3 The Property has been extensively marketed and an offer was received by Brian Kilgour for him to purchase the property. 4.4 Brian Kilgour intends to develop the site for Social Housing use in the form of new build detached, semi-detached and terraced units. Page 38
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4.5 Officers believe this to a fair and competitive price for the property having due regard to its characteristics and challenging disposal history. 4.6 Any application for a specific land use and erection of any structures by the proposed purchaser will require to be considered by the Planning Committee in due course. 4.7 Officers are advised construction of this new housing will be via an innovative 3D printing process (the likes of which has been implemented in Germany, for example) and will be the first of its kind in Scotland. The favoured application for this would be COBOD 3D printing or better. Planning consent has not yet been sought or obtained for the prospective purchaser’s proposal. 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £225,000 plus VAT. 6.2 The Council will no longer have to incur resources in managing the property. 6.4 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process and the property may require to be retained on a leasehold basis. 8. Environmental Sustainability 8.1 We understand the prospective purchaser intends to develop the site for Social Housing use, in particular, via sustainable construction techniques and methods. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance and Regulatory Services, Planning and Road Services. Page 39
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11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and removing a potential liability from the Councils books. 11.2 A site which has lain vacant and unused for a number of years will be brought back into positive land use. 11.3 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 20 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Craig Maxwell, Estates Surveyor. Email: craig.maxwell@west-dunbarton.gov.uk Appendices: Appendix 1 - Location Plan Background Papers: None Wards Affected: Ward 5 Page 40
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West Dunbartonshire Council �Title: Land at Former ATC, Auchentosahan Estate, Mountblow Road, Clydebank West fi� Map No : CM/038 Map Ref: NS4872NW Reproduced by permission of Ordnance Survey on behalf of HSMO Dunbartonshire Date : 0410412014 Scale : 1: 1250 (C) Crown Copyright and database right 2013. All rights reserved. ( Q U N ( I L West Dunbartonshire Council Licence No. 100020790. i Tank � Tank ITEM 10 - APPENDIX 1 Page 41
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject : Sale of Block 6 Lomond Industrial Estate, Alexandria G83 0TL together with associated land. 1.1 The purpose of this report is to seek Committee approval for the Council to enter into a contract for the disposal of Block 6 Lomond Industrial Estate, Alexandria together with associated land to Torwood Estates Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the Property to Torwood Estates Ltd a registered company registered under company number SC641254 for a figure of £170,000 plus VAT. (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate. (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 In February 2021 Blocks 4&5 Strone road (formerly Greenlight Recycling) were sold to Torwood Estates Ltd which is an associate company of Carrs Loch Lomond Ltd 3.2 In October 2022 Unit 4 Block 6 Strone Road was destroyed by fire and was subsequently demolished. This was the subject of an Insurance claim which has been settled. ITEM 11 Page 43
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3.3 Blocks 4,5 & 6 are the only properties on Strone Road which is at the bottom (eastern) side of Lomond Industrial Estate close to the River Leven. The ‘Lade’ is an unadopted water course which runs immediately to the west of Strone Road which is also unadopted and into which the road drains run. When the water level in the River Leven is high this causes the Lade and Strone Road to flood which has on occasion blocked access to the properties on Strone Road. 4. Main Issues 4.1 Unit 1 Block 6 is currently occupied by Greenspace (WDC) but as a result of the future depot rationalisation project they will be vacating the property and a new tenant would require to be found. 4.2 Unit 3 Block 6 was damaged in the fire in October 2022 and requires repairs to the roof. 4.3 Units 2&3 Block 6 are currently let and produce in total an annual income of £15,400 The current leases and the current terms and conditions will be transferred to Torwood Estates Ltd on completion of the disposal. Both units are leased to the same tenant and formal notification of change of owner will be issued to them. 4.4 The land to the north of Block 6 is low lying, susceptible to flooding and would require extensive remediation before it would be capable of development, if ever. 4.5 Torwood Estates Ltd / Carrs of Loch Lomond are adjacent landowner following their purchase of Blocks 4&5 Lomond Industrial Estate. They are a well established local firm who operate a business dealing with the hire of buses, mini-buses and wedding cars and are a significant employer in the area. 4.6 The offer from Torwood Estate Ltd is subject only to standard commercial conditions. The funding of the purchase does not require external financing and the anticipated date of entry is 31 August 2023. 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £170,000 plus VAT. Page 44
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6.2 The Council will no longer receive the annual rental income from Units 2&3 Block 6 or the potential income from Unit 1 Block 6. 6.3 The Council will no longer have to incur resources in managing the property and dealing with complaints and costs connected fly-tipping, travelling people and the regular flooding of Strone Road. 6.4 The Council will be relieved of the liability for the maintenance of the unadopted road and water course. 6.5 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process. 8. Environmental Sustainability 8.1 Any development of the site and the ongoing management of the unadopted watercourse will require to be in line with current legislation. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Regulatory Services, Finance and Roads. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and removing the liability of an unadopted road and watercourse from the portfolio. It is not considered likely that any other party would be willing to acquire all of the property with contingent liabilities which Torwood Estates have agreed to buy. 11.2 This sale will allow Torwood Estates to manage all the properties on Strone Road as a single entity meaning which will ensure better site security for the wider estate. Page 45
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11.3 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Torwood Estates are a pro-active property owner who have invested in Blocks 4&5 Strone Road and significantly improved the appearance of those properties and attracted businesses to the location. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 13 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk J David Johnston, Estates Surveyor. Email: david.johnston2@west-dunbarton.gov.uk Appendices: Appendix 1 – Plan. Background Papers: None Wards Affected: 2 Page 46
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Woodlands DUNCRYNE ROAD 71 Shelter Parish Church 258 Jamestown 39 1-2 230 BURNSIDE 5 224 31 El Sub Sta 26 32 19 Avenue 4/1 15 36 47 30 15 6/2 6 18 254 48 20 42 Heatherdale Jamestown LEVENBANK GARDENS 3 to 5 LEVENBANK TERRACE 19.1m 1-2 PATH El Sub Sta House LEVENBANK TERRACE Jamestown 20 15 43 34 Carrochan Burn 33 5 to 8 5 Public Park 5 61 9 FB 267 256 66 1 5 53 HONEYSUCKLE 26 17.0m 54 to 57 1 Block 3 LANE 11 El Sub 17.1m Cottage 25 2 41 30 222 M AIN STREET 11.7m 10 5/1 22 River Leven 7 14 20 72 5/3 LANE 250 M ain Street Milton 47 4 School PH 68 Block 2 1 12 8.6m Burnbank Sta 6/1 Cottage 46 Centre 24 5/4 16 14.9m 5/2 to M ill Leat 28 Millview 35 14 Path 7 Villa Play Area 31 20 40 40 HONEYSUCKLE Industrial Estate 5 46 76 8.6m 8.3m 67 226 21 32 47 20 58 27 DARLEITH ROAD Cottage 260 56 6/3 Jamestown 6 Sluice 58 34 10 25 240 24 Shelter 65 25 236 Estate 1 to 4 234 10 62 6/4 M ill Leat Playground El River Leven 4/2 Rosshead 24 to 57 4/3 19.4m 3 21 252 17.5m 26 4-5 Sub Sta Nursery 43 STRO NE ROAD Primary School Path 19 45 18 to 246 6 Coach House 5 1 Army FB 52 CRESCENT M ill Leat BRAMBLEHEDGE Carrochan 41 48 19 3 4 33 Janetta Block 1 1 Jamestown 30 Rosebank 13.1m 44 67 Cadet 12 52 1 1 238 Rosshead 4/4 Playground Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2019. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : North of Strone Road Scale : 1:2500Date : 27/07/2023 Map Ref : NS3981SEMap No : AM727 ITEM 11 - APPENDIX 1 Page 47
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject: Sale of 283 m2 (0.07 acres) of land adjacent to Craigielea Road, Duntocher 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the Council to enter into a contract for the disposal of Sale of 283 m2 (0.07 acres) of land adjacent to Craigielea Road, Duntocher to BDW Trading Limited, trading as Barratt West Scotland. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the disposal of the site to BDW Trading Limited, trading as Barratt West Scotland (Barratt), at a price of £1,050 (One Thousand and Fifty Pounds). (ii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations on such conditions as considered appropriate. (iii) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 This land is wholly owned by West Dunbartonshire Council and maintained by Greenspace. It comprises a section of ground extending to 283 m2 (0.07 acres) situated within a larger area of informal, open space land located to the north of Craigielea Road, Duntocher, all of which is currently grass landscaped. A Location Plan is attached as Appendix 1. 3.2 The overall open space at this location has a challenging topography, sloping steeply upwards from Craigielea Road to the south. The front of the site runs parallel with and has prominent frontage to Craigielea Road, a busy thoroughfare in the local area. 3.3 There is an existing, historic path dissecting the land in a south to north direction, forming a route connecting Craigielea Road to Mirren Drive to the ITEM 12 Page 49
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north. This consists a series of narrow steps, with overgrown grass on either side. 3.5 Detailed Planning Permission was granted for this development site on 31 January 2023. As per the consented layout, Barratt are delivering a footpath to the south-western boundary of the site connecting to open space owned by the Council. 3.6 The purpose of the sale of the land is to allow this new 2 metre wide public footpath to be created, generally running in an east to west direction. This footpath will formally connect a proposed bus stop located on Craigielea Road, with the Barratt development site located immediately to the west of the property. 3.7 The construction of the new footpath will be undertaken by Barratt, at their sole cost and expense. It is anticipated a temporary Licence will be required for Barratt over the adjacent Council land in due course to enable Barratt to construct the footpath. 3.8 It is not intended for the Council to adopt the proposed footpath once completed. Ownership of the footpath will remain with Barratt, who will be responsible for the ongoing maintenance obligation. The balance of the open space will remain within the Council’s ownership. 4. Main Issues 4.1 The land being sought to be purchased from the Council is not required by the Council for any operational and/or other purposes. 4.2 Following granting of Planning Permission, Barratt approached the Council to requesting the purchase the land from the Council for the purpose of constructing a new public footpath to serve their adjoining new housing development. The creation of this footpath is a condition on the Planning Permission granted. 4.3 Barratt intend to develop out the adjacent Duntiglennan Fields for residential purposes; the development will comprise the construction of 99 new build housing units with a gross development value of the site in the region of £32m and the anticipated revenue income to the Council for Council Tax purposes in the region of between £223k and £268k (which excludes sewerage and water charges) subject to confirmation of Council Tax Bands. 4.4 Agreement has been reached, in principle, with the prospective purchaser Barratt for a sale of the land at a price of £1,050 in its existing condition, as set out at Appendix 1, subject to Committee Approval. 4.5 Asset Management believe this to be a fair and competitive price for the property having due regard to its characteristics and challenging topography Page 50
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and when complete will provide a beneficial land use to residents and the local community. 4.6 Given the overall open space area is topographically challenged and as such cannot be used for any meaningful development, the agreed approach taken to assess value has been to assume and calculate value on an agricultural land basis. 4.7 Prevailing capital values for agricultural land in this area ranges from between £5,000 to £15,000 per acre. The highest end of this range has been applied in this instance. When the land to be sold (0.07 acres) is therefore calculated on a pro-rata basis, this shows an agreed value and price of £1,050. 4.8 In addition to this proposed purchase price, Barratt have also agreed to cover the Council’s legal costs in concluding the transaction. 5. People Implications 5.1 There are no significant people implications other than the resources required by Asset Management and Legal Services to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £1,050 excluding VAT. 6.2 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process and the property may require to be retained by the Council. 8. Environmental Sustainability 8.1 We would anticipate the proposed purchaser will undertake via the most sustainable construction techniques and methods. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. Page 51
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10. Consultation 10.1 Consultations have been undertaken with Finance and Regulatory Services, Planning and Road Services. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt. 11.2 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improves job opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 20 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Craig Maxwell, Estates Surveyor. Email: craig.maxwell@west-dunbarton.gov.uk Appendices: Appendix 1 - Location Plan Background Papers: None Wards Affected: Ward 4 Page 52
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SC SC SC FFL FFL FFL FFL FFLFFL LP RL RL RL RL RL RL EL EL EL EL EL EL AG1 AG1A H1 T1 76.52 76.90 77.30 77.59 78.19 78.83 79.53 80.32 80.94 81.54 82.17 82.48 82.84 84.15 85.39 91.38 88.73 84.08 80.41 77.08 81.95 84.31 84.89 82.60 83.21 85.53 78.29 77.69 77.0877.08 84.34 81.97 80.4280.62 85.51 83.15 92.76 92.72 93.80 94.80 92.75 92.38 90.75 91.18 94.01 94.21 94.42 94.01 93.84 93.65 92.63 92.12 92.35 91.82 91.44 90.52 89.75 89.41 88.96 87.34 86.53 85.50 86.89 88.06 87.16 85.48 84.03 84.33 83.68 82.91 81.72 80.86 79.05 77.81 77.37 78.21 82.06 83.32 86.26 90.05 91.26 91.18 90.90 90.81 90.50 89.74 89.17 88.48 87.61 86.41 85.88 87.88 89.18 89.81 90.14 90.27 89.23 87.82 84.82 82.26 81.10 79.88 80.79 82.10 84.16 86.80 89.08 89.85 89.31 88.38 86.79 84.09 82.59 84.45 86.92 88.54 87.74 85.48 84.97 87.05 85.49 85.08 84.95 80.28 83.35 83.33 83 36 92.10 93.36 88.82 87.32 81.10 86.66 87.08 89.15 90.75 91.01 89.10 81.91 81.64 76.64 77.28 77.78 78.36 78.93 79.26 80.05 80.68 81.34 81.87 82.25 82.54 82.65 82.77 82.75 82.73 82.62 82.49 82.34 81.96 81.43 80.77 80.16 79.66 79.37 79.10 78.75 78.39 77.80 77.26 76.86 76.83 76.81 76.56 76.49 76.82 77.07 77.67 78.31 79.03 79.31 79.61 80.08 80.69 81.37 81.85 82.26 82.57 82.65 82.70 80.50 85.0 85.0 85.0 84.5 84.5 85.5 85.5 94.0 94.0 93.5 93.0 92.5 92.0 92.0 91.5 91.5 91.0 91.0 90.5 90.5 90.0 90.0 89.5 89.5 89.0 89.0 88.5 88.5 88.0 88.0 87.0 87.0 87.0 86.5 86.5 86.5 86.0 86.0 86.0 84.0 84.0 87.5 87.5 78.0 78.5 79.0 79.5 80.0 80.5 80.5 81.5 81.5 82.0 82.0 81.0 81.0 82.5 82.5 83.5 83.5 83.0 83.0 80.5 1.0M Brick Wall 1.0M C/L Fence 1.8M P/R Fence Tarmac Footpath IC IC GY GY Tarmac Footpath 1.8M C/B Fence 1.8M C/B Fence 1.8M C/B Fence 1.5M Brick Wall 1.8M Palisade Fence 1.8M P/R Fence Grass 1.8M C/B Fence 1.2M P/W Fence EL. Sub Stn. Brambles Brambles Dense Brambles & Tipped Debris Contours Indicative Unable to Survey Ditch Upstream CRAIGIELEA ROAD GY DK MH CL GY MH CL CRAIGIELEA ROAD Building Building 2.2M Palisade Fence Public Open KASSELL KERB AT BUS STOP BUS STOP SIGN PROVIDED BY SPT BUS STOP MARKING TO DIAG 1025.1 1.8 2.7 EXISTING TRAFFIC CALMING TO BE REPOSITIONED. POSITION TO BE AGREED WITH WDC. 2.7 EXISTING FOOTWAY WIDENED TO 2.7m TO ACCOMMODATE 1.4m WIDE BY 4.1m LONG CANTILEVER BUS SHELTER KASSELL KERB AT BUS STOP EXISTING FOOTWAY WIDENED TO 2.7m TO ACCOMMODATE 1.4m WIDE BY 4.1m LONG CANTILEVER BUS SHELTER CUT SLOPE TO ACCOMMODATE WIDENED FOOTPATH88.264 88.705 89.146 89.422 89.363 88.974 88.474 87.974 87.474 86.974 86.473 85.973 85.473 84.973 84.472 83.972 83.472 82.972 82.713 REMOTE FOOTPATH LINK BETWEEN DEVELOPMENT AND BUS STOPS. GRADIENT 1 IN 20. PROPOSED REMOTE PATH (284M2) Barratt Homes West Scotland and David Wilson Homes Scotland 7 Buchanan Gate. Cumbernauld Road. Stepps. Glasgow. G33 6FB Tel : 0141 779 8300 Fax : 0141 779 8301 www.barratthomes.co.uk www.dwh.co.uk Drawn By: Drawing Number: Checked By: Date Drawn: Revision: Issue Status: Scales: Project Title: Drawing Title: DateDrwnRev Description Chckd © Indev Consult Ltd ITEM 12 - APPENDIX 1 · DO NOT SCALE FROM THIS DRAWING · THE CONTRACTOR SHALL BE RESPONSIBLE FOR CHECKING AND VERIFICATION OF ALL DIMENSIONS ON SITE PRIOR TO COMMENCEMENT · THE CONTRACTOR SHALL CONFIRM AND BRING TO THE ATTENTION OF THE ENGINEER ANY DISCREPANCIES CONTAINED IN THIS DRAWING PRIOR TO COMMENCEMENT. Phone: 01698 744 610 Email: info@indevconsult.com Website: www.indevconsult.com Address: Duart House, 3 Finch Way, Strathclyde Business Park, Bellshill, ML4 3PR STOP LOCATIONS OFF-SITE BUS DUNTOCHER FARM ROAD DW 01.03.2022 1:500 21-028-42 B 0 5 15 25 SCALE 1:500 50m A Added scale bar ZB 13/04/2022 B Remote f'path added DW 27/04/2022 Page 53
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads & Neighbourhood Infrastructure, Regeneration and Economic Development 16 August 2023 ___________________________________________________________________ Subject: Waste Strategy 1. Purpose 1.1 The purpose of this report is to seek approval from the Committee on a new Waste Strategy, which provides an overarching route map on how the Council intends to achieve our regulatory and legislative targets over the next 5 years. 2. Recommendations 2.1 It is recommended that the Committee approves the Waste Strategy and Action Plan attached in Appendix 2; 2.2 Notes that the Waste Service will develop funding bids for submission to the Recycling Improvement Fund; 2.3 Notes the options appraisal undertaken in partnership with Zero Waste Scotland to model a collection regime that improves recycling performance; 2.4 Notes the progress made in relation to the development and delivery of a Recycling, Resource and Reuse Centre to support compliance with the Landfill Tax Ban; and 2.5 Notes the progress on delivery of the actions set out in the Fit for the Future Waste Review. 3. Background 3.1 The Scottish Government have set out ambitious targets to achieve zero waste to landfill by December 2025, Waste Services have created a waste strategy that looks at the aims of the service and the key deliverables required to achieve the ambitious targets set out by the Scottish Government. 3.2 The Scottish Government places duties on all public bodies to contribute to waste reduction targets, deliver programmes to increase resilience, and to act in a more ‘Sustainable’ way. This Strategy will be underpinned by a suite of actions which will support delivery and allow for more effective reporting. 3.3 The Waste Strategy is broken down into sections which includes: • The creation of a Recycling, Resource and Reuse Centre; • The development of a Communications Strategy to engage and inform communities and businesses; ITEM 13 Page 55
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• Route optimisation and operational efficiencies; and • Changes to our waste collection to increase recycling performance 4. Main Issues 4.1 The Council adopted the Climate Change Strategy in November 2020. One of the themes focused on waste and the circular economy. To contribute towards meeting the targets locally and nationally, the Council have developed a new ‘Waste Strategy’ (Appendix 2) as a route map to 2025 and beyond. Our vision is an overarching Strategy that will set the foundation for a plan of action and a response to changing legislation. 4.2 The Strategy aims to maximise the environmental, community and financial benefits from the waste the Council produce, which will also help the Council to comply with the statutory obligations, as set out in the Waste (Scotland) Regulations 2012, which includes a ban on the landfilling of biodegradable waste by December 2025 (effectively this bans the landfilling of any recyclable waste collected by the Council), and working towards meeting the reuse and recycling targets set by the Scottish Government (70% recycling by 2025). 4.3 The Strategy looks at the following key principles. These are: • Mitigation - Contribute to reduction targets directly, and indirectly through wider functions such as waste reduction and improved recycling performance. • Adaptation - Deliver measures that reflect changing legislation and increase resilience • Sustainability - Consider social, economic and environmental impact of all activities, policy decisions and Strategy. 4.4 The overall themes of this Strategy are: • preventing waste at source • enhancing recycling services to maximise recycling as close to source as possible • maximising the value of the remaining waste • driving efficiencies across the service • engaging communities and ensuring services are fit for future The activities outlined will be subject to ongoing and regular review to ensure they achieve their sustainability objectives and continue to demonstrate best value. 4.5 Successful implementation of the Waste Strategy will require internal governance at both strategic and operational levels. To ensure that this Strategy is delivered effectively, a Waste strategy project board has been implemented involving senior management from each Council service area, ensuring shared responsibility. Page 56
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4.6 The Strategy and action plan will be monitored and reviewed annually and progress on actions will be updated with more numerical targets being added when developed. Every 5 years it will go through a full progress review and then an updated Strategy will be published as a result. 4.7 Waste services will be accountable for the delivery of the Strategy and the action plan. The project board group will measure progress and will ensure targets and objectives are being met. These will be measured annually through our internal performance system. 4.8 In order to determine the actions required to improve recycling performance Waste Services have worked in partnership with Zero Waste Scotland to model waste collections options. The options appraisal recommended a 3 weekly collection of residual waste with maintained or increased frequency of the collection of recycling material. 4.9 Operational service improvements have been delivered through the progressing of actions identified in the Fit for Future review for waste collection. The Route Optimisation will address the remaining actions and will be implemented in Autumn 2023 following communication and engagement with communities. These actions directly link to service efficiencies and improving our recycling rates and target reducing the amount of waste sent to landfill. 5. People Implications 5.1 There are no direct people implications arising from this report. 5.2 The indirect people implications include a requirement for Council wide engagement and uptake, with staff at all levels across all service areas, in order to mainstream Waste practices across the services delivered. 6. Financial and Procurement Implications 6.1 The Waste Strategy will support the implementation of the long term waste solution including the construction of the, operational efficiencies and improving recycling performance. 6.2 To deliver the actions set out in the Strategy procurement will be required of technical expertise for example the detailed design of the Recycling, Resource and Reuse Centre. 6.3 Delivery of the Strategy requires consideration of available funding sources, both internally and externally, to achieve targets and actions. Various types of funding for a range of projects and activities are currently available from the Scottish Government, in particular the Recycling Improvement Fund. This would ensure that the Council takes advantage of additional funding streams to support delivery of the actions. Page 57
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6.4 Consideration will be taken of the whole-life cost of the Strategy and action plans, with more emphasis placed on the long term savings made from reducing waste and efficiency improvements in waste collection. 7. Risk Analysis 7.1 All strategies are risk assessed in line with Council policy and procedures. 7.2 The Council has a duty to deliver services that demonstrate best value. 7.3 There is a risk that the Council is not compliant with the Landfill Tax Ban being introduced in December 2025 if procurement of a long term waste solution is not successful. 8. Equalities Impact Assessment (EIA) 8.1 The Waste Strategy is intended to work towards positive engagement with all equality groups and the wider community, via partnerships, empowerment and Engagement within and outside West Dunbartonshire. Screening and impact assessments will be carried out on the Strategy delivery as required. 9. Consultation 9.1 A public consultation on Waste was carried out via an online survey, receiving a total of 600 responses. The feedback has shaped the strategy and in particular the communications strategy. 9.2 The trade unions have been consulted and are members of the Waste Project Board. 10. Strategic Assessment 10.1 This report reflects the 2022 – 2027 Strategic Plan and in particular the following Strategic Priorities: • Our resources are used in an environmentally sustainable way • Our Council is adaptable and focused on delivering best value for our residents • Gail MacFarlane Chief Officer, Roads & Neighbourhood 22 July 2023 Person to Contact: Gail MacFarlane Chief Officer - Roads & Neighbourhood Page 58
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gail.macfarlane@west-dunbarton.gov.uk Appendices: Appendix 1 – Additional Information Appendix 2 – Waste Strategy Background Papers: Zero Waste Scotland - Options Appraisal Wards Affected: All Page 5Page 59
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Appendix 1 • Resource, Recovery & Recycling Centre • Additional equipment/vehicles • Resource Time (tight timescales) • Deposit Return Scheme • The statutory obligations, as set out in the Waste (Scotland) Regulations 2012, • Ban on the landfilling of biodegradable waste by December 2025 (effectively this bans the landfilling of any recyclable waste collected by the Council), • Working towards meeting the reuse and recycling targets set by the Scottish Government (70% recycling by 2025). • Household Charter • 38% recycling rate • Collaboration with Zero Waste Scotland • Route options appraisal and modelling • Community Questionnaire • Resident engagement • Communications strategy to improve recycling performance • Service delivery improvements • Fit for the Future review • Location approval for the RRRC • Feasibility study Page 6Page 60
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• Consideration will be taken of the whole-life cost of the Strategy and action plans, • Emphasis placed on the long term savings made from reducing waste • Efficiency improvements in waste collection. • Waste Strategy delivers key drivers towards the delivery of the Climate Change Action Plan 0 5 10 15 20 25 30 35 40 45 50 2017/18 2018/19 2019/20 2020/21 2021/22 How much waste is recycled WDC Recycling Rate % National Average % Page 7Page 61
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0 5,000 10,000 15,000 20,000 25,000 30,000 2019/20 2020/21 2021/22 2022/23 WDC Waste Waste Landfilled (Tonnes) Waste Recycled(Tonnes) Page 8Page 62
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West Dunbartonshire Council Waste Strategy 2023 West Dunbartonshire Council Waste Strategy 2023-2028 ITEM 13 - APPENDIX 1 Page 63
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West Dunbartonshire Council Waste Strategy 2023 Reduce, Reuse, Recycle Towards a Circular Economy Page 64
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West Dunbartonshire Council Waste Strategy 2023 Foreword Councillor David McBride Convener of Infrastructure, Regeneration and Economic Development I am pleased to introduce the Council’s new Waste Strategy 2023-2028, which sets out our short and long terms plans to manage waste, including a move away from use of landfill. Our waste service is currently responsible for 47% of the Council’s overall carbon footprint, and with the climate emergency at the forefront of everyone minds, this strategy demonstrates a clear plan of action to reduce its impacts, deliver on national targets and consider key steps we can take locally in the coming years. The strategy outlines our plans to build and strengthen existing work the Council has undertaken to address climate change, with focus on enhancing the range of opportunities to prevent waste at source; to encourage reuse where practical; to recycle waste if required; and to minimise landfill by extracting value from remaining mixed waste streams. Page 65
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West Dunbartonshire Council Waste Strategy 2023 Significant work has already been undertaken as we work towards the Scottish Governments ambitious target of zero waste to landfill by 2025. The aim of this strategy is to complement and enhance those efforts by increasing access to recycling services; increasing the range of materials collected for recycling, and maximising resident participation in preventing waste, reusing and recycling. At its heart, this strategy demonstrates our commitment to Net Zero and the importance of the circular economy and by working together with residents, we will significantly reduce the impact our area has on the environment. . Councillor David McBride Convener of Infrastructure, Regeneration and Economic Development Page 66
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West Dunbartonshire Council Waste Strategy 2023 Contents Section Heading Page 1 Glossary of terms 7 2 Executive summary 12 3 Introduction 17 4 Strategic objectives 27 5 Strategic enablers 28 6 Climate change & sustainability 30 7 Household recycling charter 31 8 Commercialisation 32 9 Challenges 35 10 Resource Recovery, Recycling Centre - Waste Transfer Station 42 11 Deposit Return Scheme (DRS) 43 12 Fit for the future review 44 13 Driving behavioural change 45 14 Performance 49 Page 67
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West Dunbartonshire Council Waste Strategy 2023 15 Communication 50 16 Key milestones 51 17 Measuring success 53 18 Conclusion 53 19 Action plan 2023-2028 54 Page 68
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West Dunbartonshire Council Waste Strategy 2023 1. Glossary of terms Biodegradable Municipal Waste (BMW): Biodegradable municipal waste is defined by Regulation 11(3) of the Landfill (Scotland) Regulations 2003 (as amended) as “municipal waste that is also biodegradable”. Biodegradable waste is “any waste capable of undergoing anaerobic or aerobic decomposition such as food, garden waste, and paper and cardboard”. Municipal waste is “waste from households as well as other waste which, because of its nature or composition is similar to waste from households”. Landfill (Scotland) Regulations 2003 Waste (Scotland) Regulations 2012 SEPA Regulations Bring site: Recycling point where the public can deposit material for recycling, for example bottle and can banks. Carbon footprint: A carbon footprint is the total greenhouse gas (GHG) emissions caused by an individual, event, organization, service, place or product, expressed as carbon dioxide equivalent (CO2e).[1] Greenhouse gases, including the carbon-containing gases carbon dioxide and methane, can be emitted through the burning of fossil fuels, land clearance and the production and consumption of food, manufactured goods, materials, wood, roads, buildings, transportation and other services https://en.wikipedia.org/wiki/Carbon_footprint Circular economy: A circular economy (also referred to as circularity and CE)[2] is "a model of production and consumption, which involves sharing, leasing, reusing, repairing, refurbishing and recycling existing materials and products as long as possible".[3] CE aims to tackle global challenges like climate change, biodiversity loss, waste, and pollution by emphasizing the design-based implementation of the three base principles of the model. The three principles required for the transformation to a circular economy are: eliminating waste and pollution, circulating products and materials, and the regeneration of nature. Page 69
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West Dunbartonshire Council Waste Strategy 2023 Household waste recycling centre: Site provided by the Local Authority free of charge to householders for the recycling of waste including bulky items such as furniture, white goods, and garden waste as well as other materials , free of charge. Traders can dispose of recycling at sites if they have purchased a permit. Climate change: Climate is the average weather in a place over many years. Climate change is a shift in those average conditions. The rapid climate change we are now seeing is caused by humans using oil, gas and coal for their homes, factories and transport. When these fossil fuels burn, they release greenhouse gases - mostly carbon dioxide (CO2). These gases trap the Sun's heat and cause the planet's temperature to rise. BBC Climate Change Commercial waste: Waste produced by any premises which are used wholly or mainly for trade, business, sport recreation or entertainment, excluding household and industrial waste. Composting: An aerobic, biological process in which organic wastes, such as garden and food waste, are converted into a stable granular material which can be applied to land to improve soil structure and enrich the nutrient content of the soil. Production UseRecycling Page 70
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West Dunbartonshire Council Waste Strategy 2023 Efficient resource usage: means lower costs, lower wastage, improved efficiency, and a reduction on the impact on the environment and an effective transition to a Circular Economy. Energy from Waste (EfW): Technologies include anaerobic digestion, direct combustion (incineration with energy recovery), and use of secondary recovered fuel (an output from mechanical and biological treatment processes), pyrolysis and gasification. Any given technology is more beneficial if heat and electricity can be recovered. The Waste Framework Directive considers that where waste is used principally as a fuel or other means to generate electricity it is a recovery activity Provided it complies with certain criteria, which includes exceeding an energy efficiency threshold. Food waste: This term refers to the discarded food from households and trade premises e.g. vegetable peelings, tea bags and banana skins. Green waste: Biodegradable waste that can be composted such as garden or park waste, grass or flower cuttings and hedge trimmings. This is generally collected by Authorities and taken to a processor or disposed of at Household Waste recycling centres or composted at home. Industrial waste: Waste from any factory and from any premises occupied by an industry (excluding mines and quarries). Kerbside recycling monitoring: Collecting information to measure the public use of a kerbside recycling scheme and the effect of communication activities so that the Council can identify and engage with low or non-participating households. Landfill sites: Any areas of land in which waste is deposited. Landfill sites are often located in disused mines or quarries. In areas where they are limited or no ready-made voids, the practice of land raising is sometimes carried out, where waste is deposited above ground and the landscape is contoured around it. Low-participating and non-participating households: Any household that seldom recycles or does not recycle. Municipal waste: Includes household waste and any other wastes collected by a Waste Collection Authority (WCA), in this case the Council Page 71
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West Dunbartonshire Council Waste Strategy 2023 Net zero: Net zero refers to achieving a balance between the amount of greenhouse gas emissions produced and the amount removed from the atmosphere. There are two different routes to achieving net zero, which work in tandem: reducing existing emissions and actively removing greenhouse gases. Recycling: Involves the reprocessing of wastes, either into the same product or a different one. Many non-hazardous industrial wastes such as paper, glass, cardboard, plastics and scrap metals can be recycled. Special wastes such as solvents can also be recycled by specialist companies, or via specialist in-house equipment. Reprocessor: A business that carries out one or more activities of recovery or recycling. Residual waste: Term used for waste that remains after recycling or composting material has been removed from the waste stream. Also known as refuse. Resource, Recovery Recycling Centre (RRRC): A waste facility used for the storage of material for onward recovery, reuse or recycling. The sites have a weighbridge for measuring the tonnage of material that enters and exits the site. Reuse: Using a product again for the same or different use. The Council: This refers to West Dunbartonshire Council and will be known as The Council. Treatment: Physical, thermal, chemical or biological processes, including sorting, that change the characteristics of the waste in order to reduce its volume or hazardous nature, facilitate its handling or enhance recovery. Waste Collection Authority (WCA): A Local Authority charged with the collection of waste from each household in its area on a regular basis. The Local Authority can also collect, if requested, commercial and industrial wastes from the private sector for a fee. Waste composition: information on the weight of materials that are in a given waste stream and usually involves obtaining samples of these waste streams and sorting them into pre-defined categories which are then weighed. Waste Electrical and Electronic Equipment (WEEE): Describes discarded electrical or electronic devices. The definition includes used electronics which are destined for reuse, resale, salvage, recycling, or disposal. Page 72
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West Dunbartonshire Council Waste Strategy 2023 Waste reduction: Minimising the amount of material that enters the waste stream through actions such as reuse, reducing and product redesign. Zero waste: The definition of zero waste according to the Zero Waste International Alliance (ZWIA) is as follows: “Zero waste: The conservation of all resources by means of responsible production, consumption, reuse, and recovery of products, packaging, and materials without burning and with no discharges to land, water, or air that threaten the environment or human health.” Page 73
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West Dunbartonshire Council Waste Strategy 2023 2. Executive summary West Dunbartonshire Council is a Local Authority in the West of Scotland, sitting between Glasgow and the Loch Lomond & Trossachs National Park and often considered the gateway to the Scottish Highlands. With a population of just below 89,000 and an area of 68 sq. miles, West Dunbartonshire is a small Council both in terms of population and land coverage. However, despite its size, West Dunbartonshire boasts a diverse range of land uses, natural and built resources, and a mix of dense urban form, rugged moorland and spectacular watercourses. The Council is responsible for the provision of a range of services to its residents and citizens, which includes the collection of waste, recycling of material and disposal of waste. Page 74
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West Dunbartonshire Council Waste Strategy 2023 In delivering these functions, the Council owns and operates a large built estate. Energy consumption from our buildings and operations is responsible for approximately 44% of our carbon footprint; 47% of our overall footprint results from the waste and recycling of West Dunbartonshire (both operational and domestic household waste); and 9% of the remaining emissions results from both Council and staff vehicles and the operation of other equipment, such as grass cutters. The Council also has responsibility to ensure it is delivering on Climate Change targets in line with Climate Change policy. In a drive towards a low carbon economy, the Scottish Government set world leading Climate Change targets to reduce Scotland’s carbon emissions by 80% by 2050, with an interim reduction of 42% by 2020. In 2014 this interim target was met and exceeded (45.8%), originally leading to a new target set for a reduction of 50% for 2020. These targets present Scotland with significant social and economic opportunities, as well as challenges, and required a range of actions across society and the economy. The Climate Page 75
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West Dunbartonshire Council Waste Strategy 2023 Change (Scotland) Act 2009, which details these targets, is regarded as one of the most ambitious Climate Change legislation in the world. The Climate Change (Scotland) Act 2009 places duties on all public bodies to contribute to emission reduction targets, deliver programmes to increase resilience against Climate Change and to act in a ‘Sustainable’ way. In Scotland’s latest climate plan - ‘Climate Change Plan: third report on proposals and policies 2018-2032 (RPP3)’, further expectations are placed on the public sector to increasingly demonstrate how its own operations are driving down emissions. RPP3 sets out the path to a low carbon economy while helping to deliver sustainable economic growth and secure the wider benefits to a greener, fairer and healthier Scotland in 2032. Since the publication of RPP3, a Climate Emergency has been announced by Scotland’s First Minister, followed by new national emissions reduction targets and the ‘Climate Change (Emissions Reduction Targets) (Scotland) Act 2019’ which details new emission reduction targets for Scotland nationally. These are: • 56% reduction by 2020 (replacing the original 50% target); • 75% reduction by 2030; • 90% reduction by 2040; and • ‘Net Zero’ emissions by 2045. West Dunbartonshire Council (WDC) Waste Strategy outlines our approach to delivering these targets and considers key challenges over the coming years. It looks at Climate Change and the impact it will have on our Services, our commitment to a Net Zero future, and the importance of a circular economy. This Strategy sets out a high level plan to manage waste in the coming years. It seeks to build on the work that has been carried out, to enhance the range of opportunities to prevent waste at source, to reuse where practicable, to recycle that which cannot be avoided, and to extract value from the remaining mixed waste stream so that the use of landfill is minimised. It sets out the Council’s aim to deliver a recycling, reuse or reduce rate of zero % to landfill by December 2025. Page 76
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West Dunbartonshire Council Waste Strategy 2023 The strategy aims to consolidate the ongoing work already being carried out to: • Increase access to recycling services; • Increase the range of materials collected for recycling, and; • Monitor and maximise participation in waste prevention, reuse and recycling through behavioural change. Ultimately it aims to reduce the impact that West Dunbartonshire’s citizens and businesses have on the environment and support moves away from the use of landfill as the main route to manage waste. Waste Hierarchy - The Waste (Scotland) Regulations 2012 and the Waste Management Licensing (Scotland) Regulations 2011, place a duty on all persons who produce, keep or manage waste, including Councils, to apply the waste hierarchy. To supplement this duty the Scottish Government has produced guidance on applying the Waste Hierarchy. https://www.legislation.gov.uk/ssi/2012/148 Page 77
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West Dunbartonshire Council Waste Strategy 2023 The European waste hierarchy refers to the 5 steps included in the article 4 of the Waste Framework Directive: [6] Prevention - preventing and reducing waste generation. Reuse - and preparation for reuse giving the products a second life before they become waste. Recycle - any recovery operation by which waste materials are reprocessed into products, materials or substances whether for the original or other purposes. It includes composting and it does not include incineration. Recovery - some waste incineration based on a political non-scientific formula that upgrades the less inefficient incinerators. Disposal - processes to dispose of waste be it landfilling, incineration, pyrolysis, gasification and other finalist solutions. According to the Waste Framework Directive the European Waste Hierarchy is legally binding except in cases that may require specific waste streams to depart from the hierarchy. This should be justified on the basis of life-cycle thinking. Page 78
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West Dunbartonshire Council Waste Strategy 2023 3. Introduction WDC carry out waste collection services to households on a fortnightly or weekly basis. WDC collects around 55,000 tonnes of waste annually, from 46,500 households and 800 commercial business customers. From this waste we recycle around 16,000 tonnes. Having peaked at a 49% recycling rate in 2016/17, West Dunbartonshire’s recycling rate was 43.4% in 2019/20 which is in line with the Scottish average. However, the Council has also noticed a signification increase in contamination levels. Recycling rates are currently 38% and reflect an impact from the pandemic and the stay at home messaging. A comparison exercise was carried out and identified the below findings; It is worth noting that the figures above include non-collection in April/May 20 (approx. 6 weeks) due to Covid19. 23,029 18,122 49,853 44,378 0 10000 20000 30000 40000 50000 60000 1016/17 2019/20 Household Waste collected V Recyclate Tonnage Recyclate Page 79
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West Dunbartonshire Council Waste Strategy 2023 Household Waste Summery Data indicates that WDC produces 14% more waste per capita, than the Scottish average, however we only recycle 9% less. Which shows we actually recycle more than the average in Scotland. The contamination rate increased from 8.98% in 2016/17 to 17.49% in 2021, user engagement may have fallen since 2016/17, but there is significant evidence that recycling rates are on the rise again. Covid19 temporarily altered the way in which we processed our waste, but measures have been put in place to rectify any issues. Waste Services are now operating the preferred bin schedule and improvements are being realised. Changes in demographic, population and consumer behaviour influence on our service delivery and recycling rates have remained static at the Scottish average. The Strategy aims to improve on this target while delivering services at the best cost, ensuring they are fit for the future. We look to address service redesign, customer engagement and communication while working closer with our service providers. This document does not sit alone and forms a part of the Council’s Climate Change Strategy (CCS). WDC introduced a kerbside recycling service to households in 2005/06, and rolled out additional recycling services to all households in West Dunbartonshire between 2010 and 2016. Whilst the new services significantly increased the use of the recycling services by households, the recycling level plateaued and is now declining. To understand what is still being placed into non-recyclable waste bins by households, West Dunbartonshire Council undertook a detailed waste analysis of 320 householders’ non-recyclable (landfill) waste bins in 2016 and 2017. This research showed that if all recyclable materials were recycled effectively through the existing recycling services, West Dunbartonshire’s recycling rate could be at least 70%. The illustration below shows the type of materials (by weight) disposed of by residents in their non-recyclable waste bins in West Dunbartonshire. Page 80
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West Dunbartonshire Council Waste Strategy 2023 UK recycling Statistics 2021 Food Waste, 20% Paper and Card, 14%, Glass, 10% Plastic Bottles, 6%Textiles, 4%Metals, 2% Non Recyclable, 44% OVER 50% OF WASTE COULD HAVE BEEN RECYCLED Page 81
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West Dunbartonshire Council Waste Strategy 2023 “Waste composition” This Waste strategy covers but is not limited to the following waste collection and treatment requirements: the Council manages a wide range of waste items as listed below; Processing and treatment of various waste streams: a) Residual b) Municipal c) Street sweepings d) Inert (Soil & rubble) e) Wood f) Textiles & collection banks g) Bulk scrap metals & abandoned vehicles h) Bulk cardboard I) Glass, clear brown & green f) Tyres Waste Electrical and Electronic Equipment (WEEE) a) Large domestic appliances b) Cooling equipment c) Display equipment d) Gas discharge lamps e) Other WEEE Organic Wastes a) Food b) Garden/green c) Co-mingled food & garden waste Mixed recyclate a) Mixed papers, news & periodicals and magazines (PAMs), b) Cardboard, plastic bottles & plastic c) Containers, beverage cartons and d) Metal cans and similar metal • including providing reception facilities (transfer stations) forward transport and haulage to the end destination for either reuse, recycling, Energy from Waste (EFW) and landfill; • Collection of waste; • Supply of sanitary bins and service disposal; • Supply of receptacles, bins, bags & skips for waste; • Skip service; • Property clearance & disposal; • Confidential waste processing & destruction; Page 82
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West Dunbartonshire Council Waste Strategy 2023 WDC supports the Scottish Government’s ambition of moving towards a more circular economy where materials are viewed as a resource and that such resources are used efficiently. We aim to maximise the environmental, community and financial benefits from the waste we produce, which will also help the Council to comply with the statutory obligations, as set out in the Waste (Scotland) Regulations 2012, which includes a ban on the landfilling of biodegradable waste by 2025 (effectively this bans the landfilling of any recyclable waste collected by the Council), and working towards meeting the reuse and recycling targets set by the Scottish Government (70% recycling by 2025). Analysis of previous tonnages are detailed below; Household Waste versus Waste Recycled or Reused 2018-19 Total Council (Non-MSW & MSW arisings) MSW 1 Arisings (tonnes) MSW Landfilled (tonnes)2 MSW Diverted (Moisture Loss) NON MSW Diverted (Moisture Loss) MSW Refuse Derived Fuel Non MSW Recycled Non- MSW landfill Dry Recyclate (tonnes) Composted (tonnes) MSW Recycled/ Composted (tonnes)4 % MSW Recycled/ Composted Zero Waste % H.H MSW Recycled/ Composted Total's 51,860 46,093 22,624 4,044 300 505 0 5,415 12,983 5,937 18,920 41.0% 43.8% 2019-20 Total Council (Non-MSW & MSW arisings) MSW 1 Arisings (tonnes) MSW Landfilled (tonnes)2 MSW Diverted (Moisture Loss) NON MSW Diverted (Moisture Loss) MSW Refuse Derived Fuel Non MSW Recycled Non- MSW landfill Dry Recyclate (tonnes) Composted (tonnes) MSW Recycled/ Composted (tonnes)4 % MSW Recycled/ Composted Zero Waste % H.H MSW Recycled/ Composted Total's 52,131 44,378 21,631 3,763 292 862 0 7,374 12,009 6,113 18,122 40.8% 43.4% 2020-21 Total Council (Non-MSW & MSW arisings) MSW 1 Arisings (tonnes) MSW Landfilled (tonnes)2 MSW Diverted (Moisture Loss) NON MSW Diverted (Moisture Loss) MSW Refuse Derived Fuel Non MSW Recycled Non- MSW landfill Dry Recyclate (tonnes) Composted (tonnes) MSW Recycled/ Composted (tonnes)4 % MSW Recycled/ Composted Zero Waste % H.H MSW Recycled/ Composted Total's 55,301 48,290 26,427 4,724 232 780 0 6,764 10,245 6,113 16,358 33.9% 35.3% 2021-22 Total Council (Non-MSW MSW 1 Arisings (tonnes) MSW Landfilled (tonnes)2 MSW Diverted (Moisture Loss) NON MSW Diverted MSW Refuse Derived Fuel Non MSW Recycled Non- MSW landfill Dry Recyclate (tonnes) Composted (tonnes) MSW Recycled/ Composted (tonnes)4 % MSW Recycled/ Composted Zero Waste % H.H MSW Page 83
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West Dunbartonshire Council Waste Strategy 2023 & MSW arisings) (Moisture Loss) Recycled/ Composted Total's 55,009 47,283 25,459 4,264 223 1,094 0 7,436 11,005 5,462 16,467 34.8% 36.7% There is scope to deliver service improvements through the actions identified in the Fit for Future review for refuse collection. These actions directly link to our recycling rates and will target improved capture rates and reduce the amount of waste sent to landfill which will impact on landfill tax payable as well as moving us towards our Zero Waste Targets. Above all, the Council is committed to a Zero Waste Vision, which is in line with the Scottish Government’s objective to move away from waste as a problem to be managed, to an important source of resources. This strategy will be reviewed regularly to reflect changing circumstances, such as changes to the composition of the waste collected. It is proposed to review progress annually and to carry out more strategic reviews where appropriate, e.g. if new legislation or targets are introduced which would materially affect the Strategy. The “Science” The global climate is changing at a considerable rate. In the ‘State of the UK Climate 2019’ report, the Met Office detailed how since 1884, the 10 warmest years recorded have occurred since 2002, whereas the top 10 coldest years were recorded before 1970. In Scotland, climate averages between 2009 and 2018 compared to averages for 1981 and 2010 show that: Temperatures have increased by 0.3°C; and summers have been on average 11% wetter and winters 5% wetter. Please refer to the Climate Change strategy for further information; Climate Change Strategy Page 84
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West Dunbartonshire Council Waste Strategy 2023 The “Policy” Scotland’s waste regulations have changed for all organisations, whether private public or voluntary. Since 1 January 2014, the Waste (Scotland) Regulations have been in force. The Waste (Scotland) Regulations require that any and all organisations in Scotland present the following materials for recycling: • Glass (including drinks bottles & rinsed empty food jars); • Metal (including cans, tins); • Plastic (including, drinks bottles & rinsed empty food containers); • Paper; • Cardboard; • Most urban food businesses will need to present food waste separately for collection The Council has a duty to protect the environment and ensure that residents in West Dunbartonshire have waste and recycling collected and treated in accordance with the relevant legislation and the waste hierarchy of, prevention, reuse, recycle, recover value & disposal. The Zero Waste Plan Scotland's Zero Waste Plan sets out the Scottish Government's vision for a zero waste society where waste is kept to a minimum and is seen as a valuable resource. West Dunbartonshire Council aims to prevent waste from being created and we encourage the reuse and recycle of goods and materials as much as possible. The Scottish Government have set recycling targets that every council needs to meet. By 2013 we needed to recycle 50% of our waste and by 2025 we need to recycle 70% and be sending only 5% of our waste to landfill sites. Page 85
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West Dunbartonshire Council Waste Strategy 2023 Recycling saves natural resources and energy When we recycle used materials, they are turned into new products which reduce the need to use more natural resources. If we don't recycle, we use up more and more raw materials from the Earth, through mining and forestry, which also uses up more energy. So recycling protects natural habitats for the future and cuts down on our energy use. Recycling helps protect the environment When we use fewer natural resources we also reduce air and water pollution from processes such as mining, quarrying and logging. Also as recycling uses less energy then it also reduces greenhouse gas emissions which helps to tackle climate change. Recycling in the UK at the moment saves around 18 million tonnes of C02 a year which is the same as taking 5 million cars off the road. When waste breaks down at landfill sites it produces greenhouse gases so less waste sent to landfill also helps tackle climate change. Find out more at Zero Waste Scotland. (WDC Internet page) Waste management is underpinned by a number of National policy’s as detailed below; Waste & Circular Economy • Climate Change (Scotland) Act 2009. • Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015. • Climate Change (Emissions Reduction Targets) (Scotland) Act 2019’. • Waste (Scotland) Regulations 2012. • Scotland’s Zero Waste Plan 2010. • Making Things Last - A Circular Economy Strategy for Scotland • The Deposit and Return Scheme for Scotland Regulations 2020. Although waste can be a valuable asset to the local and national economy, some materials are traded globally and can be impacted on policies and drivers implemented by other countries, e.g. China Green Fence Page 86
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West Dunbartonshire Council Waste Strategy 2023 Waste as a resource Efficient resource usage or resource efficiency means lower costs, lower wastage, improved efficiency, a reduced impact on the environment and an effective transition to a Circular Economy. The European Waste Framework Directive (2008/98/EC) came into force on 12 December 2010 with the aim of turning EU member states into “recycling societies”. The Directive shifts the focus away from waste as an unwanted burden towards being a valued resource, which can provide opportunities for sustainable growth in a low carbon economy. “Financial case” We aim to ensure that Council properties, facilities and assets are properly managed and maintained and that the non-housing, operational buildings under our control comply with the appropriate statutory regulatory and corporate standards. Market conditions within the waste industry are often unpredictable in nature due to market volatility. The Waste (Scotland) Regulations 2012 have also had a significant impact within this commodity area, as Councils have a statutory obligation to collect, handle and dispose of such material in a legal and environmentally compliant way and must navigate any change as and when it occurs in particular with the ban on biodegradable municipal waste (BMW) going to landfill from 31 December 2025. Both public bodies and suppliers have to look for alternative solutions to continue to manage waste as a resource as opposed to just sending it to landfill. WDC believes that our customers deserve the best value services. We aim to deliver this by route optimisation and redesigning our services. These will help reduce waste sent to landfill, and ensure our services are financially viable. WDC will use the current financial drivers to build the business case for diverting waste from landfill in order to meet our statutory obligations and contribute to our climate change priorities. Landfill Tax is increasing per year, and will reach £98 per tonne by 2022/23. This strategy is the start of an exciting journey which will see a significant improvement to ways in which we manage waste in future years. Page 87
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West Dunbartonshire Council Waste Strategy 2023 These changes are underpinned by the following: *Delivering improved, fit for the future services to our customers *Reducing, reusing and recycling resources over residual disposal *Infrastructure improvements to our depot and waste facilities *Vehicle optimisation and smarter, energy efficient fleets *Engagement, communication and customer focus These changes will DRIVE, the improvements for future of Waste Services in West Dunbartonshire Council. D R IV E Page 88
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West Dunbartonshire Council Waste Strategy 2023 4. Strategic objectives The Waste Strategy sets the strategic direction and the objectives for waste management in West Dunbartonshire and will operate as a road map for achieving these objectives. The Waste Strategy has been set to deliver the following FIVE objectives: Objective 1: Support the move towards a more circular economy and journey towards net zero 2045 West Dunbartonshire Council supports the Scottish Government’s ambition to move towards a more circular economy, where waste materials are considered as a resource and such resources are used efficiently. We will play our role in creating a more circular economy by promoting waste prevention and enabling materials that are being discarded by householders to be used as a resource again, through providing services that maximise opportunities for reuse and recycling of materials, and recovering energy from the remainder. Scottish Government, 2016: Making Things Last - A Circular Economy Strategy for Scotland. https://www.gov.scot/publications/making-things-last-circular-economy-strategy-scotland Objective 2: Provide a cost-effective service We will provide an efficient waste service which will maximise reuse and recycling whilst minimising the cost to residents. This approach will provide a cost-effective solution delivering environmental and local benefits without increasing cost. Objective 3: Meet statutory obligations We will meet our statutory obligations in line with our duties as a Local Authority, including complying with the statutory requirements set out in the Waste (Scotland) Regulations 2012 which bans the landfilling of biodegradable waste by 2025. Page 89
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West Dunbartonshire Council Waste Strategy 2023 Objective 4: Provide a responsive and quality driven waste service for West Dunbartonshire Our services will be delivered to households in a safe consistent and responsive manner. We aim to ensure that our customers are at the centre of the services we deliver supporting them to minimise, reuse and recycle their household waste. Infrastructure improvements to our household recycling centres and brings sites along with the development of a state of the art RRRC will ensure that householders have access to facilities which again maximise the resource benefits. Objective 5: Reduce carbon emissions to net zero We will ensure the services we provide are resource efficient in terms of the vehicles we use, the fuel the vehicles use, and the reuse, recycling and recovery options we procure to achieve net zero emissions where feasible. 5. Strategic enablers Some changes are required to ensure West Dunbartonshire meets these strategic objectives. Deliverable 1: Maximise the quality and value of recyclate collected We will continue working with householders to ensure they are aware of which materials can be reused and recycled and how these materials need to be prepared. This will help maximise the quality and value of the reusable items and recyclate collected. We will put in place an effective communications and engagement strategy, and provide household specific advice through a home visiting service provided by our Community Waste Officers. Deliverable 2: Cost effective services In order to ensure Cost Effective services, we must procure both well and sustainably. We identify best fit service for our housing stock while looking for improvements through routing efficiencies and service redesign. Our current projects include the completion of our depot rationalisation project and the development of our RRRC. During the term of the Strategy the Council will move from residual landfill to process technology which limits landfill to less than 5% Page 90
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West Dunbartonshire Council Waste Strategy 2023 Deliverable 3: Statutory obligations Waste Services are committed to our statutory obligations, we actively take part in consultation with service users and our strategic partners and contribute to the development of regulations and codes of practice. We are a signatory to the Waste Charter and our senior officers are members of the Waste Managers Network. We take these responsibility seriously and use our knowledge and experience to ensure our services are designed to meet emerging regulations. All this would not be possible without effective engagement with our stakeholders including ZWS & SEPA. Deliverable 4: Improve infrastructure and collection facilities Waste Services have reviewed the current infrastructure and have identified a number of improvements. These include the creation of a Recycling Resource and Reuse Centre to facilitate the management of our waste within the local area and improve our operational delivery of services. We will look to make improvements to our CA site; layouts, options and design, with assistance from Zero Waste Scotland and Recycling Improvement Fund. Service redesign will maximise benefits while ensuring our fleet is high quality and reliable, our bins and containers are suitable and fit for purpose, and that we offer support to our citizens. Deliverable 5: Reduce waste to landfill, maximise recycling and contribute to Net Zero The creation of the Recycling Resource and Reuse Centre will allow WDC to manage waste in a manner that can be presented to waste processors, diverting waste from landfill by reusing, recycling or diversion. . With the assistance of the Councils procurement and communication services, we are collaborating with partners and service providers, to create a road map to the future. This will involve consultation with customers and an education and awareness raising programme which will deliver effective recycling and waste management tools and guidelines. Reducing the non-recyclable waste capacity available is a key component of West Dunbartonshire’s waste strategy to encourage householders to make better use of the recycling services available to them. Accordingly, we have worked in partnership with Zero Waste Scotland to model waste collection options. The recommended collection option is a 3-weekly cycle to improve recycling rates, with the non-recyclable waste bin emptied once and the recycling bin twice every 3 weeks. There would be no reduction in services; the number of collections households receive now will remain the same but with a greater emphasis on collecting recyclable material. Page 91
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West Dunbartonshire Council Waste Strategy 2023 6. Climate change & sustainability Growing economic demand negatively impacts our environment, the use of finite resources such as fossil fuels is not sustainable long term. Demand leads to waste generation and the impacts of this are felt in the natural and built environment impacting on biodiversity and habitats. Through the Circular Economy and by ‘reducing’ what we consume and buy, ‘reusing’ what is already produced to avoid landfill and ‘recycling’ what we cannot reuse is vital in helping our environment. Taking a sustainable approach to what we see as ‘waste’, and reconfiguring it in a way that it can be considered a ‘resource’, is part of what needs to be done to ensure we are achieving net zero emissions by 2045, and helping our global environment. Climate Change Strategy & Action Plan The Council’s Climate Change Strategy and Action Plan include a range of key programme themes on Climate Change, a significant theme being ‘Waste & Circular Economy’. Therefore, the Council has promised to take action to manage waste sustainably by reducing, reusing, recycling and recovering waste to improve resource efficiency whilst working towards a circular economy. According to Zero Waste Scotland, a circular economy “is part of the solution to our global climate emergency - one in which products, services and systems are designed to maximise their value and minimise waste. It’s an all-encompassing approach to life and business, where everything has value and nothing is wasted. In simple terms, it can be explained as ‘make, use, remake’ as opposed to ‘make, use, dispose’. “ For the Council to avoid waste and move towards a circular economy, we must make efforts to develop a new corporate waste management, reduction, reuse and recycling plan detailing corporate standards, targets and staff guidance for our waste activities, including improving infrastructure. This will establish true costs of waste disposal and assigning responsibility to services through transparent accounting. Action will be taken on waste from domestic households, researching ways to transition to a zero waste and circular economy by supporting national efforts, and in developing this Waste Strategy for West Dunbartonshire. Waste makes up around 47% of our Council emissions (45% from household waste and 2% from our own operational waste) so making efforts to reduce our environmental impacts by shifting towards circular waste practices will make a considerable reduction in emissions to achieve net zero. Page 92
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West Dunbartonshire Council Waste Strategy 2023 Circular Economy A circular economy (also referred to as "circularity") is "a model of production and consumption, which involves sharing, leasing, reusing, repairing, refurbishing and recycling existing materials and products as long as possible" that aims at tackling global challenges like climate change, biodiversity loss, waste, and pollution. According to Zero Waste Scotland, a circular economy is part of the solution to our global climate emergency - one in which products, services and systems are designed to maximise their value and minimise waste. It’s an all-encompassing approach to life and business, where everything has value and nothing is wasted. In simple terms, it can be explained as 'make, use, remake' as opposed to 'make, use, dispose'. Resource Efficiency Is about using the resources we have in the most effective and efficient manner. The European Environment Agency (EEA) defines it as "more welfare from less nature". Natural resources underpin the functioning of the economy and our quality of life... Human survival depends on the sustainable use of earth’s resources, and must learn to give back or help restore what we destroy. We want to make sure we are making the most effective uses of resources across the Council. 7. Household Recycling Charter The Scottish Government and Convention of Scottish Local Authorities (COSLA) have agreed a Household Recycling Charter that aims to bring more consistency to recycling services. The Charter and associated Code of Practice was agreed by COSLA Leaders on 28th November 2015. West Dunbartonshire Council became signatories to the charter in 2018. This Charter is a declaration of a Councils intent to provide services that deliver local and national benefits, encouraging high-levels of citizen participation in waste prevention, recycling and reuse. Signatories commit: • To improve our household waste and recycling services to maximise the capture of, and improve the quality of, resources from the waste stream, recognising the variations in household types and geography to endeavour that our services meet the needs of all our citizens; Page 93
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West Dunbartonshire Council Waste Strategy 2023 • To encourage our citizens to participate in our recycling and reuse services to ensure that they are fully utilised; • To operate our services so that our staff are safe, competent and treated fairly with the skills required to deliver effective and efficient resource management on behalf of our communities; • To develop, agree, implement and review a Code of Practice that enshrines the current best practice to deliver cost effective and high- performing recycling services and tell all of our citizens and community partners about both this Charter and the Code of Practice; 8. Commercialisation Commercialisation is the process of bringing new products or services to the market. The broader act of commercialisation entails production, distribution, marketing, sales, customer support and other key functions critical to achieving the commercial success of the new product or service we aim to provide. West Dunbartonshire Council Waste Services, will look to maximise commercial benefits where practical, based on best value and service delivery. For example, we will look at the advantages of both internal and external provisions and the implications this would have on our service provision. Many options will be reviewed and considered, including the development of the Recycling, Resource and Reuse Centre, that could be used by local and commercial organisations. Ultimately WDC needs to consider commercialisation whenever feasible. Waste Services have also considered the following option to shape our service going forward; Waste processing & treatment – including reception, haulage & treatment approaches. Page 94
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West Dunbartonshire Council Waste Strategy 2023 Make - Benefits Buy - Benefits Cost considerations: • Fixed long term budgetary control. • Possibility of income generation through electricity produced for the grid. • Possibility of income through service provision to other Councils or commercial operators. • Possibility of reduced costs. • In-house local employment opportunities. • Large capital investment required for sorting, haulage & treatment (EfW) put in place by the contractor/supply chain. • Cost of specialised technical expertise provided. • Regulatory & licensing requirements provided. Productive use of excess capacity: • Make available to other Councils or commercial operators. Note: to make in-house viable additional tonnage may be required to fund operations and return on capital. • Market flexibility to meet demands as and when required. • Multiple providers available to fulfil service needs. Expertise: • Local Council knowledge relative to waste collections and profile of the Council. • Specialised technical expertise provided as and when required. • Providers willing and able to meet new innovation needs. • Availability of competent providers. Quality control: • Direct managerial control considerations. • Service and response levels with local control. • Skilled and competent providers with relative Quality Assurance processes. • Responsibility of the contractor. Page 95
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West Dunbartonshire Council Waste Strategy 2023 Make - Benefits Buy - Benefits Reliability: • The service objective is to provide consistent waste and recycling services, to our residents and businesses. • Core business objective of providers is to process and make profit, so reliability is critical or contingencies put in place. Desire to maintain a stable workforce: • Desire to create a sustainable workforce, or to tackle issues in relation to successions planning, and business continuity, • Providers will have sufficient throughput of material to maintain a stable workforce. Specialised know-how: Technological • Reception and haulage would be within the Council know how and expertise. • Operating a MRF would be achievable, but operating an EfW or treatment facility would be limited and would need to be sourced. • Provider’s research and specialised know-how far exceeds that of the Council. • Willingness of Providers to gain specialised know-how to gain competitive advantage. Political, social or environmental reasons: • Willingness to improve recycling and waste reduction to reduce environmental impacts. • No capital programme to establish. • Allows the Council to focus on people and resources in core competencies, collection of waste. Procurement considerations: • Extensive resource, planning and time to put in place infrastructure and migrate the contract areas to in-house solutions. • Multiple procurements required to support the delivery in house delivery. • Procurement planning- documentation and identifying potential sources • Time and costs to tender and evaluation • Contract management & administration of the Providers and relationships There would be a large long term capital investment, site identification, acquisition, planning and licencing required to put in place the full solution of reception, haulage and treatment (MRF, EfW, & or treatment sites). Page 96
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West Dunbartonshire Council Waste Strategy 2023 9. Challenges The Council’s challenge is to build on the success of what has been delivered to date, to minimise the use of landfill, and to maximise the prevention of waste at source, encourage reuse, and expand recycling. However, it must ensure that in doing so it remains able to meet the needs of a diverse range of stakeholders and offers value for money services. There are a range of factors which act at a local level to impact on the recycling rate, the amount of waste produced and ways in which an individual authority needs to meet its targets. In particular West Dunbartonshire’s social, demographic and geographic factors such as income, size of family and age will affect the types of waste produced by individual households, and how much of that is recyclable. Some parts of West Dunbartonshire’s population are highly mobile and this presents challenges in terms of communication and engaging communities. It is more challenging to communicate with large numbers of residents in high density areas and to provide a kerbside collection service for people living in blocks of flats. West Dunbartonshire is a place where people live, as well as work, and a World Heritage Site. This presents particular challenges both in terms of balancing the competing priorities of the different stakeholders and in terms of providing a comprehensive recycling service. The frequencies of the various collection systems and the capacities of the different containers play a part in the design of services delivered to householders. There is no ‘one size fits all’ approach, but the overall aim is to provide recycling facilities for as wide a range of materials as possible to the maximum number of households. The Council has already worked hard to develop tailored solutions to meet these challenges, e.g. by introducing a tenement recycling service. There are ongoing uncertainties around the volume and weight of waste arising that the Council will handle in the coming years. These will be affected by actions taken by retailers, Government interventions (such as the deposit return scheme) and individuals to reduce their own waste quantities, competition for the trade waste service, the economic impact following the pandemic, and the impact of new recycling schemes. Not all of these are directly under the control of the Council but they will certainly impact on the performance of the schemes the Council offers, and must be regularly reviewed. Page 97
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West Dunbartonshire Council Waste Strategy 2023 A number of external factors will impact on the choices made by both the Council and the people of West Dunbartonshire, in moving towards a more sustainable Waste Management service. Household growth is uncertain within West Dunbartonshire, after a dip in previous years, and as a result of the economic slowdown. Retailer decisions DRS & other initiatives Residents reducing waste Trade waste services Competition Page 98
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West Dunbartonshire Council Waste Strategy 2023 West Dunbartonshire Council - Statistics 2019 Indicator Period West Dunbartonshire Scotland Population 2020 88,340 5,466,000 Births 2019 845 49,863 Net Migration 2020 -205 16,882 Number of households 2020 43,164 2,507,625 The average household size in WDC, has consistently been 2, and our recent recycling survey identified that 40% of respondents fell into this category. With an aging population and 17.38% of households either elderly or retired, this could indicate a potential population decline and a change in demographic, which will in turn will affect the waste generated, collected and recycled within our area. Page 99
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West Dunbartonshire Council Waste Strategy 2023 16 - 24 0% 25 - 34 11% 35 - 44 21% 45 - 54 21% 55 - 64 25% 65 - 74 17% 75 and over 5% Age Range 16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 - 74 75 and over Page 100
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West Dunbartonshire Council Waste Strategy 2023 Under 16 0% 16 – 24 0% 25 – 34 10.55% 35 – 44 21.29% 45 – 54 21.29% 55 - 64 25.00% 65 – 74 17.38% 75 and over 4.69% Currently 99% of citizens confirmed that they recycled, with 88% of people 65-74 stating they recycle daily. 97% said it was very important to re-use but 41% of those over the age of 65 were most likely to ‘never’ buy second hand, this is over double the percentage for all other age groups. The top 4 places to buy second hand goods were • Charity shops 70% • EBay 47% • Facebook 43% • Gumtree 32% Three of the top four are available online, which may be an indication that this is not a preferred method for this group of citizens. We must communicate with our service users in a suitable, user friendly manner, to ensure they receive a consistent message. Electronic communication may not be the best fit, and alternatives must be considered to reach the most vulnerable. Page 101
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West Dunbartonshire Council Waste Strategy 2023 Average household size Household size 2016 2.09 Household size 2017 2.08 Household size 2018 2.06 Household size 2019 2.05 Household Size 2020 2.03 Planning ahead to understand not only what we have to do but also how we will do it is an essential step to help us overcome these challenges. The people who live in, work in and visit West Dunbartonshire contribute to the production of the Council’s waste. The Council is then responsible for collecting and processing this waste, while encouraging responsible behaviour while visiting WDC. This can prove challenging and measuring are being developed, to educate our community and visitors, to contribute to a more sustainable environment. West Dunbartonshire Council delivers its waste collection and disposal duties though Waste Services. Our team, based at Richmond Street Depot and other locations across West Dunbartonshire, provides waste minimisation initiatives, recycling services, refuse collection and disposal, as well as a number of dedicated support services to the city’s Neighbourhood Areas including graffiti removal, chewing gum removal and litter bin siting services. Page 102
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West Dunbartonshire Council Waste Strategy 2023 Key challenges • Waste composition constantly changing; • The deposit return scheme impacts of composition of waste; • Timescales – the immediate infrastructure requirement at local level, waste storage issues at short notice; • Feedstock is critical; gasification is more sensitive to feedstock than incineration; • Ash material recognised as recycling to aggregate; • Change in legislation or taxation; • BREXIT and export of RDF. • Waste Upholstered Domestic Seating (WUDS) containing Persistent Organic Pollutants (POPs) and the impact it has on collection, processing along with contractors and costs. Risk to Councils Key risks identified for the Councils • Lack of capacity in Scotland to comply with December 2025 Landfill ban; • Additional costs for Recycling, Resource / haulage/ and processing; • Reduced market competition allowing processors to inflate their costs; • Waste needing to be pre-treated as only RDF can be exported; • Potential requirement to send waste elsewhere in the UK or exported and the carbon miles and environmental impact i.e. carbon footprint. • Waste Upholstered Domestic Seating (WUDS) containing Persistent Organic Pollutants (POPs) and the impact it has on collection, processing along with contractors and costs. Page 103
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West Dunbartonshire Council Waste Strategy 2023 10. Resource, Recovery Recycling Centre (RRRC) (Waste Transfer Station) The Council is looking to develop a longer term solution to procure residual waste services to meet the legal obligation to reduce landfilling of 95% of Biodegradable Municipal Waste (BMW) from 31st December 2025. A major constraint identified was the absence of waste transfer infrastructure within WDC. Following market testing and review of service delivery it has been determined that a Recycling Resource and Reuse Centre is required. A feasibility study has been undertaken which provided additional evidence, scale of development and indicative costs. An extensive feasibility report, detailing the scale of a transfer station, has been completed. Indicative delivery costs have been provided and reflect the current economic costs and the market condition. This will be reviewed during detailed design stage and presented for consideration and approval. The following activities are undertaken or ongoing: • Detailed site studies identifying a preferred location to develop a RRRC; • Detailed design; • Development of a detailed costed proposal to construct and operate the RRRC; • Development and submission of funding bid to Recycling Improvement Fund in liaison with Zero Waste Scotland to part or fully fund delivery of project. This will align with the forthcoming Deposit Return Scheme (DRS), whereby some target materials (plastic and metal drinks containers) for example will be significantly reduced from the waste stream. Estimates of around 3,000 tonnes have been modelled by Zero Waste Scotland as a reduction. We currently collect 5,000/tonnes per annum. Such a reduction will allow the service to review collection methodologies, and potentially segregate valuable resources which could generate an income. This fits with the governments Circular Economy agenda, the Household Waste Charter and Code of Practice on Household Recycling in Scotland. As part of the wider Resource Recovery, recycling - Waste Transfer Station project, we will look at opportunities to redesign our service provision. We aim to achieve efficiencies through analysis of waste composition and this will support presenting various waste streams to our waste processors. A newly built site could also accommodate Mixed Recyclate, currently outsourced. Page 104
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West Dunbartonshire Council Waste Strategy 2023 11. Deposit Return Scheme (DRS) The Scottish Government has committed to introduce in Scotland a deposit return scheme for drinks containers. Scotland’s DRS has been designed to make it easy for us all to do the right thing. People pay a small deposit of 20p when they buy a drink in a single-use container and then get the deposit back when they return the empty bottle or can. As part of our recycling system it will be available across all of Scotland from October 2025, and will make it easier for everyone to recycle their used bottles and cans, including all drinks sold in PET plastic, metal and glass. The benefits of the Deposit Returns Schemes is they are already established in many countries where they are helping to tackle climate change and reduce litter. Scotland is joining them, with a scheme designed to meet our unique needs, to tackle our throwaway culture and help protect our environment for generations to come. The scheme has been designed to work for everyone in Scotland. It will improve recycling rates, increase the quality of recycling materials, and significantly reduce litter. WDC expect to see a decrease, in our recycling and residual waste tonnages due to the scheme, this will support our aim to achieve Net Zero within the required timescales. • 20p - deposit on drinks containers • 17,000+ - return points nationwide • 70+% - of Scots want a Deposit Return Scheme • 90% - of containers included in the scheme will be captured for recycling • 34,000 - fewer plastic bottles littered every day • £62million - a year could be saved tackling the indirect impacts of litter • 76,000 - additional tonnes recycled each year 4million - tonnes of CO2 emissions will be cut over 25 years - DRS Page 105
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West Dunbartonshire Council Waste Strategy 2023 12. Fit for the future review While this Strategy outlines our direction of travel and key priorities, it is important that in delivering on this Strategy we do so in a customer focused, effective, efficient and value for money way. A Fit for Future review was undertaken in Waste Services in 2020/21. This was a collaborative approach between Waste Services, the People & Technology team and Citizen Services Fit for Future reviews analyse existing data, connect with our citizens through existing customer experience data, user experience sessions and service design to help inform our Service and mould customer focussed services. The focus for the Fit for Future review included: • Our special uplifts service • Missed bins reporting • Assisted bin pull-out service • Replacement and additional bins purchase • Recycling The Waste service is committed to the implementation of recommendations that lead to more effective, efficient, value for money service that best meets the needs and expectations of our citizens. As a service, we are forward looking and use the Fit for Future review to inform our service decisions. In this way, the Fit for Future review helped us to deliver services on a day-to-day basis as well as supporting the achievement of our strategic goals. We shall work to implement recommendations from the review and, in doing so, continuously improve the services we deliver for the citizens of West Dunbartonshire. Information about our Services As part of the review, we considered the quality of information we provide across various communication channels and continue to work to improve this information and the ease of access to our Service. Page 106
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West Dunbartonshire Council Waste Strategy 2023 We aim to improve the opportunity for citizens to get information, communicate with us and arrange services through the internet and, in doing so, to offer citizens 24/7 access to information and carry out transactions with us. Infrastructure and systems In addition, the review considered ways in which our ICT and employee systems could support colleagues in providing the highest level of service possible to our citizens. We will continue to look at ways in which technology can allow us to make best use of resources and deliver excellent services to our citizens. 13.Driving behavioural change If West Dunbartonshire is to meet the recycling targets set down for 2025, what we collect for recycling, collection frequencies and broader participation in waste initiatives will need to be reviewed. This will mean collections of more recyclable materials, reducing the amount of waste being sent to landfill or for other treatments, developing participation in waste initiatives while minimising the cost of the overall service to meet the challenges of Council savings targets. Education, community engagement and communication are key to this additionally the Council’s existing environmental campaigns will be refreshed. The Council already seeks to engage and educate residents about what happens to their waste, and how they can help to reduce its environmental and financial impact. We will develop a Community Action programme to support local initiatives to reduce waste, reuse and recycle materials. We will work closely with a range of organisations, both locally and nationally, to drive home the Reduce, Reuse, Recycle message and make all parts of it relevant to our citizens. Tailored communication programmes and initiatives will continue to be used to encourage use of waste prevention techniques, as well as services to reuse or recycle waste which cannot be avoided. These may involve working with other stakeholders to maximise participation in the services provided, while incentive schemes will be developed to ‘reward’ the desired behaviour. These will build on the current, more traditional, methods of engaging communities, e.g. by attending community events. Page 107
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West Dunbartonshire Council Waste Strategy 2023 The refuse analysis carried out on behalf of WDC has shown the wide variations in recycling activity which can take place among different materials. For example, the services offered to recycle paper and cardboard have equal coverage, yet 73% of newspapers and magazines are collected for recycling compared with just 28% of cardboard. Approximately 29% of the remaining mixed household waste consists of items which could have been recycled. Our priority is to offers citizens a range of services which makes optimising the use of the recycling facilities the obvious choice. Waste services are in the process of purchasing two new compactors, for the collection of cardboard at our household recycling centres. Our current facility does not offer the opportunity to store larger volumes, and therefore there is a risk that, additional waste will be placed in the general waste compactors. This purchase could increase our cardboard recycling figure from 28% (£17,000pa) to potentially 35% (£21,250pa) with the additional 7% going towards income for WDC. Waste Services, carried out a recycling survey in March 2022, which received over 600 responses and identified the top four reasons why our residents recycle, and the top four barriers to recycling; Page 108
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West Dunbartonshire Council Waste Strategy 2023 , 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Helps reduce landfill It's the right thing to do Helps towards tackling climate change The impact that it has on our future The four top reasons for recycling The four top reasons for recycling Page 109
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West Dunbartonshire Council Waste Strategy 2023 A communication strategy will be developed to combat issues, and provide a better understanding of our recycling strategy, and forward plan, going forward, the opportunities to recycle will become wider and more convenient, and the capacity provided for recycling will increase. This will also be developed online, as part of our digital marketing campaign. Reducing this capacity provides an incentive to maximise use of the recycling collections, while discouraging the financial and environmental waste associated with landfill. Nationwide many Councils now collect mixed waste every two weeks, and the evidence is that it is an effective and workable system which encourages recycling. 0% 5% 10% 15% 20% 25% Scepticism as to whether items are actually recycled Not enough bins provided I don’t like having to transport items for recycing I don’t have enough space The four top barriers to recycling The four top barriers to recycling Page 110
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West Dunbartonshire Council Waste Strategy 2023 14. Performance Local Government Benchmarking Framework - How well are we performing? The Local Government Benchmarking Framework (LGBF) provides evidence of trends in how councils allocate resources, the performance of key council services and levels of public satisfaction with the major services provided and commissioned by councils. The rich data supports evidence-based comparisons between similar councils and over time, providing an essential tool for policy makers and the public. This year’s report introduces data from 2020/21 and provides an evidence-based picture of the impact of the first year of COVID-19 on Local Government services and the lives of the communities it serves. The continuity provided by the LGBF will provide vital intelligence to assist the sector to learn lessons from its response and to strengthen and redesign services around future policy priorities to support recovery and renewal. It will also be critical in helping to track progress against the National Performance Framework (NPF) and in continuing to monitor the role Local Government plays in improving the outcomes in the NPF. The evidence in this year’s LGBF highlights the extraordinary effort and achievements delivered across Local Government during this exceptional period. The workforce has adapted quickly to meet new demands, maintain essential services and implement new ways of working. It will be vital to retain and build on the positive and innovative service and structural redesign which has emerged in response to the pandemic. Full 2020/21 LGBF Overview Report West Dunbartonshire’s current recycling rate appears to compare well with other Councils who face similar challenges. The Council recently took part in a Scottish Government funded nationwide waste analysis by Zero Waste Scotland (summary below). This showed that the current recycling collections are extremely good at collecting newspapers and magazines, glass and garden waste, but the ‘capture rates’ for other materials were lower. This pattern is seen in other areas of the country but also shows where there is scope to encourage further recycling. A number of actions were suggested to achieve this, including targeting food waste (which could not previously be collected) and commercial waste. Page 111
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West Dunbartonshire Council Waste Strategy 2023 Recyclable and compostable materials Capture rate (% weight of total arising’s) Newspapers and magazines 73 Other paper 31 Cardboard 28 Plastic bottles 8 Packaging glass 68 Metal cans 22 Garden waste 79 Wood 30 15.Communication Public Satisfaction with Services and Change It is worth reflecting that West Dumbarton’s Waste Services continue to be well received by the public. Our recent Neighbourhood Surveys recorded 80% of people contacted were satisfied with their recycling services, and 87% were happy with their refuse collection. We will work with our residents, businesses and visitors while they adapt to their changing responsibilities in collecting, separating and disposing of their waste. Waste service are developing a communications strategy, to engage, inform, and encourage our citizens to do the right thing, and to contribute as we strive to achieve zero waste to landfill by 2025. Page 112
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West Dunbartonshire Council Waste Strategy 2023 16. Key milestones The high level aim of this strategy is to deliver zero waste to landfill by December 2025. Short term: Removing avoidable demand In the short term, small changes will allow the Council to establish a clear vision and route to achieving our end goal of providing zero waste to landfill. The Council has measures in place to sort segregated waste at kerbsides and at Household waste recycling centres. A programme of raising awareness is carried out by the Community Waste Officers, from what goes in your bins to reducing waste, recycling, reusing and changing habits to waste less. Medium term benefits: Redesigning services around customers In the medium term, the Scottish Government under the (Waste Scotland) Regulations 2012 suggested a ban on BMW going to landfill as of 2025. The ban obligates Authorities and markets to adapt and look at alternative treatment of BMW. In order for Local Authorities to meet their statutory obligations, total compliance with the ban is required. Non-compliance with the BMW ban i.e. continuing to landfill is not an option. Non-compliance could result in the Local Authority receiving financial penalties along with the adverse reputational risks of non-compliance. The Scottish Government has identified that a large number of Local Authorities will face difficulty in identifying and implementing a compliant disposal solution for their BMW in advance of the 2025 ban. The Scottish Government estimate that nationally in Scotland there is, and will be, a processing shortfall of BMW treatment capacity of around 1m tonnes in the first year of the ban. It is estimated that this shortfall will drop by 500k tonnes in the first year. Technologies and systems that could ensure compliance with the ban can be broken down into two categories: EfW - Using the waste as feedstock in the generation of heat/electricity, producing an inert by-product, including: - RDF for supply to EfW plant Page 113
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West Dunbartonshire Council Waste Strategy 2023 Composting - Compost is organic matter that has been decomposed in a process called composting. This process recycles various organic materials - otherwise regarded as waste products - and produces a soil conditioner (the compost). EfW has historically been an area of slow investment and growth in Scotland with limited capacity available, this has resulted in waste being transported to other areas of the UK or exported to Europe for further processing or recovery. It has to be noted that the RDF market is likely to fluctuate in price, particularly as a result of Brexit and growth in domestic market. An alternative option for the BMW element is to landfill elsewhere in the UK where there is currently no ban on BMW going to landfill. As a result, Local Authorities must consider costs and risks with residual waste and encourage residents to reduce reuse or recycle as much waste as possible. This is supported by the Government through policy and awareness campaigns, the most recent being the deposit return scheme. Long term change: The Government is introducing legalisation and policies to reduce waste being produced from manufacturing and consumer goods, encouraging and implement recycling, and looking at waste as a resource. This requires a significant behavioural and cultural change for all citizens and businesses to move away from being a disposable society. The measures outlined will support the Scottish Government and Zero Waste Scotland’s circular economy and waste reduction objectives as laid out in: • The Scottish Government’s Zero Waste Plan; • The Waste (Scotland) 2012 Regulations; • ‘Making things last: Consultation on Creating a More Circular Economy in Scotland’. Waste Services must implement further targeted awareness and communications campaigns to improve recycling percentages to increase waste being utilised as a resource, this is likely to coincide with the Scottish Government’s deposit return scheme, and possible service redesign to maximise recycling and segregate waste at source. These campaigns should show the benefits of relative waste streams i.e. brown bins, blue bins and glass bring sites and the cost and effects of processing these compared to the residual waste bins. Page 114
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West Dunbartonshire Council Waste Strategy 2023 17.Measuring success The following Local Government Benchmarking Framework Performance Indicators will be used to monitor and manage the progress toward achieving the strategy objectives and will be reported annually; • The net cost of waste collection per property • The net cost of waste disposal per property • The percentage of household waste that is recycled • Tonnage of biodegradable municipal waste landfilled • Percentage of missed bins collected within 3 working days • Percentage of adults satisfied with refuse collection 18.Conclusion This Strategy outlines the journey being undertaken by West Dunbartonshire’s Waste Service. A great deal of progress has already been made particularly in tackling waste growth and enhancing opportunities to recycle. WDC need to maximise new opportunities as they arise to recycle a wider range of materials, and identify robust contract management and performance improvements, to ensure waste is compliant with emerging and identified regulations. We will work with contractors to improve their recycling and encourage the avoidance of landfill whenever possible. This Strategy demonstrates how the Council will achieve these objectives, against a challenging backdrop of financial constraints, by developing services which reflect the specific physical and demographic features of our Council. West Dunbartonshire’s waste follows a complex journey which begins with individuals, households and businesses collecting and sorting their waste. It ends with waste being reused, recycled, treated and disposed. The overall themes of this Strategy are: • preventing waste at source Page 115
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West Dunbartonshire Council Waste Strategy 2023 • enhancing recycling services to maximise recycling as close to source as possible • maximising the value of the remaining waste • driving efficiencies across the service • engaging communities and ensuring services are fit for future The activities outlined will be subject to ongoing and regular review to ensure they achieve their sustainability objectives and continue to demonstrate best value. 19.Action plan 2023-2028 Key Action Specific Measures Communication Timescales/ milestone Cost Ownership Page Link Maximise our recycling opportunities that support the circular economy Communications plan development using feedback from public engagement and questionnaire Completion of Feasibility and options appraisal to maximise recycling including consideration of 3 weekly residual waste collections Communications Strategy to support residents and businesses to improve recycling performance In advance of implementation of any changes to collections or service delivery a communications strategy will be in Summer 2023 Feasibility study and options appraisal completed early Waste Strategy drafted to reflect feasibility outcome Autumn 2023 Committee report for consideration and approval of waste strategy Project Board resource to consider feedback and approve engagement strategy Options appraisal and study developed, with Zero Waste Scotland at no cost Waste services, consultants, internal and external stakeholders, contractors etc. Page 13 Waste Hierarchy Page 26 Circular economy ITEM 13 - APPENDIX 2 Page 116
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West Dunbartonshire Council Waste Strategy 2023 Key Action Specific Measures Communication Timescales/ milestone Cost Ownership Page Link Approval of Waste Strategy reflecting recommended option for service delivery Submission of funding bid to Recycling Improvement Fund for implementation place to inform and support communities and businesses Autumn 2023 Bid submitted to Recycling Improvement Fund 2024 Implementation of proposed waste collection regime Implementation costs will be determined to reflect recommendation Bid will be submitted to Recycling Improvement Fund to supplement Capital Budget Develop Project for Feasibility, Design and Construction of Recycling Resource and Reuse Centre Identify a Project Manager and Tasks associated with every Stage of Project Management Complete Feasibility Study Identify and recommend location for construction Complete detailed design and finalise cost plan Project Board consider report and discuss options to shape recommendation Route to market considered and approved by multi disciplinary project team Communications Strategy development in readiness for Summer 2022 Feasibility Study Completed Summer 2023 Preferred location approved Summer 2023 Procurement route agreed for detailed design December 2025 Indicative cost of project included within Capital Budget A funding bid will be submitted to Recycling Improvement Fund to support implementation Following detailed design costs to be confirmed Waste Project Lead in liaison with consultants, internal and external stakeholders Page 42 Page 117
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West Dunbartonshire Council Waste Strategy 2023 Key Action Specific Measures Communication Timescales/ milestone Cost Ownership Page Link Construct on site and commence operation transition to new operational model Construction implementation in line with landfill tax ban Deposit Return Scheme Monitor legislation and enable change when required Council wide notifications, as well as local, to our communities. This will tie in with the Waste Communication Strategy Support local businesses to be prepared October 2025 Unknown Waste services, internal and external stakeholders including Business Support and Scottish Government Page 43 Action plan for Fit for the future review The Waste Project Board monitor delivery of the approved action plan The majority of actions have now been implemented. Autumn 2023 Implementation of route optimisation Meetings to be carried out with all relevant internal teams. Development of communications strategy with both Waste Services and stakeholders prior to implementation of measures Ongoing, complete Spring 2024 Resource Implication Waste services / project team Communications Page 44 Page 118
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West Dunbartonshire Council Waste Strategy 2023 Key Action Specific Measures Communication Timescales/ milestone Cost Ownership Page Link Summer 2023 Approval of policy change for Assisted Uplifts Change to criteria for Assisted Uplifts advised to users Communication strategy- Design online communication A Communication strategy will be developed, to ensure sufficient engagement with our community, and members of staff Create a project group, to outline and agree key milestones, and requirements. Put in place an effective communications and engagement strategy The Strategy will be discussed with members of Waste Services, communications and approved by the Project Board Summer 2022 Public consultation exercise and questionnaire Autumn 2023 Route Optimisation engagement and issuing of recycling information bin stickers Ongoing Review and updating of website information Resource implications Waste Project Lead and the communications team Page 48 Create Appropriate long term waste disposal contracts Create project strategy, in line with key outputs identified in this Waste Strategy Engage with key stakeholders including Procurement Market testing complete Spring 2023 Route to market scoping underway To be determined following completion of tender process and reported to Waste services, procurement, Partners Page 119
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West Dunbartonshire Council Waste Strategy 2023 Key Action Specific Measures Communication Timescales/ milestone Cost Ownership Page Link Carry out market testing Agree Route to Market Develop tender documents and project scope Procurement of contractor complete in advance of December 2025 landfill tax ban Committee for approval Page 120
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject: Children’s Health, Care and Criminal Justice Services Accommodation 1. Purpose 1.1 The purpose of this report is to provide an update to the Committee regarding the agreed option for Children’s Health, Care and Criminal Justice Services accommodation in Alexandria. 2. Recommendations 2.1 It is recommended that the Committee: (i) Note the contents of the report. (ii) Approve the capital allocation for the capital plan detailed in 4.1. 3. Background 3.1 A Report to Council 9 March 2022 : General Services Budget Setting 2022/23 and 2023/24 – 2024/25 Budget Estimates indicated: “it has become clear that the facilities being provided by the HSCP at the Vale Centre for Health and Care are less than perfect, and Council agrees we must provide better facilities for our staff and their clients. A report will come to the relevant committee with options for outfitting suitable space in Dumbarton/Vale of Leven, which will deliver the fit for purpose, modern facilities we need” 3.2 It was agreed to bring back a further report to committee detailing costs to satisfy this request and these costs are detailed specifically in 4.1. 4. Main Issues Alexandria 4.1 Following meeting of Council on 9 March 2022, Council approved an allocation of budget to be determined by Committee for options for suitable space in Dumbarton/Vale of Leven to deliver fit for purpose services and modern facilities for Children and Families contact space & other associated statutory requirements. Following discussions between Asset Management ITEM 14 Page 121
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and HSCP a number of sites in Alexandria were reviewed and sites visits took place with officers. The following is proposed for Children and Families Services within Alexandria for contact space and other statutory functions: Office Accommodation 4.2 Following review of existing desk allocation space and work style reviews HSCP have proposed the following for delivery of their service across the authority. o Church Street for all staff within Children’s Health and Children and Families allocated workspace on 1st Floor in addition to flexible work space throughout the building. o Aurora allocated and flexible workspace on 1st Floor. o Alexandria Town Centre Office flexible working space available. 5. People Implications 5.1 Consultation with employees and Trade Unions has been carried out by HSCP. 6. Financial and Procurement Implications 6.1 No capital or revenue budget allocation has been made for recommendations in 4.1 and £27,000 will require to be allocated from the capital budget. 6.2 In relation to Revenue budgets for rental income for Alexandria (as outlined in para 4.1) within this is already accounted for within the budget allocation from WDC to HSCP for accommodation provision across the authority. 6.3 Running costs for utilities for Alexandria would require to be met by HSCP and would be recharged via West Dunbartonshire Leisure Trust. Running costs across the wider NHS/West Dunbartonshire Council estate will be rationalised due to various sites no longer being utilised by HSCP and it is therefore anticipated that the overall cost would not be affected. 6.3 There are no procurement issues associated with this report ALEXANDRIA CAPITAL REVENUE Alexandria Community Centre (part thereof) (Appendix 2) £27,000 £4,500 Cost include fit out Rental Page 122
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7. Risk Analysis 7.1 A desktop assessment of available options across NHS sites and Council sites was carried out by officers from Asset Management and HSCP. 8. Equalities Impact Assessment (EIA) 8.1 An Equality Impact Assessment is not applicable for the purpose of this report. 9. Consultation 9.1 Consultations have been undertaken with Trades Unions, Finance and Regulatory Services, Planning and Road Services. 10. Strategic Assessment 10.1 By agreeing to this proposal this will be contributing to the Council’s strategic priority 1 - Our Communities - Resilient and Thriving. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 20 July 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Appendices: Appendix 1 Background Papers: Report to Council 9 March 2022 : General Services Budget Setting 2022/23 and 2023/24 – 2024/25 Budget Estimates Wards Affected: ALL Page 123
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" " 0/011 0/014 10/022A 0/01� 0/022 W, �lf 0 mo 7f - I 0103al 010340/02 /02 /019 0/020 0/023 � Cl II 01015 II 01013 110101? 01011 01025 0/03011 0/031 '==== 0/03: 0/010 0 � � I 0/004 0/00 = [ [ C 0/024 0/035 [ C ... I □ F==iiii' lllimTIIIII 1 C 0/036 -,-- r,--,-. 0/045 ..... � 0/008 0/00lA 1 0 Cll!IO 0/006 1--LJ b!b-- * Plan• Histing 0/037 lh 0/048 ,===>. 0/043 � 0/049 1 01040 --., I fl, n n 01050 � .�····� i I I : � ... ·� ::E 0 wO t- £t:: � t, -Z£t:: - fl. tu I I w ...... MAIN OPEN AREA Plan as proposed - option 2 \ 0/ I r ;:,, STORAGE 0 /0 0: KITCHEN AREA � Important Do not scale from this drawing. Any discrepancies to be reported to the Contract Administrator. Rev.I Amendments Consultancy Services Architectural Quantity Surveying Engineering Clerk of Works Job Title Date I By Regeneration, Environment & Growth Strategic Director : Richard Cairns Corporate Asset Management Consultancy Services Council Offices Bridge street DUMBARTON G82 1NT Tel'. 01389 737000 Alexandria CC Alexandria Contact Centre Drawing Title Scale NTS Job No. Issue As proposed Floor plan / option 2 Sheet A1 Date Drawn Aug 22 DG - 'DA�(2Q)3Q21 R e v. - INFORMATION ITEM 14 - APPENDIX 1 Page 124
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 16 August 2023 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Budgetary Control Report 2023/24 to Period 3 (30 June 2023) 1. Purpose 1.1 This report provides an update on the financial performance to 30 June 2023 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 £0.872m (6.15%) at the year-end taking into account that this is subject to change, and ii) note the net projected annual position in relation to relevant capital projects which is highlighting a projected variance of £0.079m (1.45%) due to re-profiling of £0.079m (37.63%). 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 1 March 2023, Members agreed the revenue estimates for 2023/24. A total net budget of £14.173m was approved for IRED services. Capital 3.2 At the meeting of Council on 1 March 2023, Members also agreed the updated 10 year General Services Capital Plan for 2023/2024 to 2032/2033. The three years from 2023/24 to 2025/26 have been approved 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 £203.983m. ITEM 15 Page 125
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4. Main Issues Revenue Budget 4.1 The current budgetary position is summarised in Appendix 1. A more detailed analysis by service is given in Appendix 2. 4.2 Of the 13 services monitored 3 are showing either a favourable or nil variance, with 10 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 £15.046m. As the annual budget is £14.173m there is currently a projected adverse variance for the year of £0.872m. 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 5. Information on projects in the red category for probable underspends or overspends in- year and in total is provided in Appendices 6 together with additional information on action being taken to minimise or mitigate reprofiling and/or overspends where possible and detail on projects within the green category are shown in Appendix 7. The analysis shows that for the in-year planned spend there is currently a projected in-year variance of £0.079m of which £0.079m relates to project reprofiling. 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 currently no projects with forecast slippage over £0.500m. 4.7 From appendix 6 it can be seen that Posties Park is anticipating and overspend on the project of approximately £7.628m. Overspend on budget in 2022/23 was £1.165m. This was mainly due to COVID, Brexit and issues with supply chains. 5. People Implications 5.1 There are no people implications. Page 126
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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: 2 August 2023 Person to Contact: Jackie Thomson - Business Unit Finance Partner, 16 Church Street, Dumbarton, G81 1QL. e-mail jackie.nicol-thomson@west-dunbarton.gov.uk Page 127
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Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2– Detailed Budgetary Position (Revenue) Appendix 3 – Variance Analysis (Revenue) Appendix 4 – Efficiencies & Management Adjustments Appendix 5 – Budgetary Position (Capital) Appendix 6 – Variance Analysis Red Status (Capital) Appendix 7 - Variance Analysis Green (Capital) Background Papers: None Wards Affected: All Page 128
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2023/24 IRED SUMMARY MONTH END DATE 30 June 2023 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 Annual RAG Status £000 £000 £000 £000 % 0 (66) 0 0 0% (571) 324 (528) 44 -8% 225 255 229 4 2% 3,029 1,139 3,311 282 9% 7,416 1,854 7,416 0 0% 243 30 273 29 12% (265) (117) (232) 33 -12% (1,101) (184) (1,057) 44 -4% 9,797 2,201 10,191 395 4% (2,325) 324 (2,310) 15 -1% 155 185 172 17 11% Depots (0) 0 0 0 -100% (2,429) 1,737 (2,419) 10 0% 14,173 7,682 15,046 872 6.15% Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2023/24 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 15 Page 129
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2023 PERIOD 3 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status £000 £000 £000 £000 £000 % 19,794 Employee 19,548 4,475 20,234 686 4% 4,237 Property 3,936 438 3,972 36 1% 5,858 Transport and Plant 4,362 738 4,853 491 11% 12,157 Supplies, Services and Admin 11,129 2,109 11,742 613 6% 9,713 Payments to Other Bodies 9,242 1,874 9,358 116 1% 1,485 Other 557 0 557 0 0% 53,245 Gross Expenditure 48,775 9,634 50,715 1,941 4% (32,895) Income (34,601) (1,952) (35,670) (1,068) -3% 20,350 Net Expenditure 14,173 7,682 15,046 872 6% £000 £000 £000 £000 £000 % 1,518 Employee 1,854 453 1,854 0 0% 65 Property 70 18 70 0 0% 40 Transport and Plant 67 17 67 0 0% 1,017 Supplies, Services and Admin 519 147 519 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 2,640 Gross Expenditure 2,510 635 2,510 0 0% (2,763) Income (2,510) (701) (2,510) 0 0% (123) Net Expenditure 0 (66) 0 0 0% £000 £000 £000 £000 £000 % 1,831 Employee 1,885 427 1,965 80 4% 97 Property 99 0 93 (6) -6% 2,246 Transport and Plant 1,942 269 1,957 15 1% 641 Supplies, Services and Admin 509 145 567 58 11% 2 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 4,817 Gross Expenditure 4,435 841 4,583 148 3% (5,008) Income (5,007) (517) (5,111) (104) -2% (191) Net Expenditure (571) 324 (528) 44 -8% £000 £000 £000 £000 £000 % 1,092 Employee 997 252 1,000 3 0% 0 Property 0 0 0 0 0% 6 Transport and Plant 7 1 7 0 0% 4 Supplies, Services and Admin 5 2 5 0 7% 45 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,147 Gross Expenditure 1,009 255 1,012 4 0% (528) Income (784) 0 (784) 0 0% 619 Net Expenditure 225 255 229 4 2% £000 £000 £000 £000 £000 % 2,882 Employee 2,868 643 3,092 223 8% 254 Property 235 105 250 15 6% 881 Transport and Plant 577 121 712 136 24% 2,971 Supplies, Services and Admin 2,468 248 2,745 277 11% 941 Payments to Other Bodies 811 0 921 110 14% 0 Other 0 0 0 0 0% 7,929 Gross Expenditure 6,960 1,117 7,720 761 11% (4,490) Income (3,931) 23 (4,409) (479) -12% 3,439 Net Expenditure 3,029 1,139 3,311 282 9% Service Summary Annual Variance 2023/24 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services Roads Services ITEM 15 Page 130
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2023 PERIOD 3 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status Service Summary Annual Variance 2023/24 £000 £000 £000 £000 £000 % 23 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 322 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 7,503 Payments to Other Bodies 7,416 1,854 7,416 0 0% 839 Other 0 0 0 0 0% 8,688 Gross Expenditure 7,416 1,854 7,416 0 0% 0 Income 0 0 0 0 0% 8,688 Net Expenditure 7,416 1,854 7,416 0 0% £000 £000 £000 £000 £000 % 64 Employee 124 16 73 (51) -41% 156 Property 147 10 156 9 6% 0 Transport and Plant 0 0 0 0 0% 131 Supplies, Services and Admin 117 67 121 3 3% 29 Payments to Other Bodies 45 (7) 45 0 0% 0 Other 0 0 0 0 0% 380 Gross Expenditure 433 86 396 (38) -9% (109) Income (190) (57) (123) 67 35% 271 Net Expenditure 243 30 273 29 12% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 18 Property 28 0 19 (8) -30% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 442 0 442 0 0% 0 Other 0 0 0 0 0% 460 Gross Expenditure 470 0 461 (8) -2% (639) Income (735) (117) (694) 41 6% (178) Net Expenditure (265) (117) (232) 33 -12% £000 £000 £000 £000 £000 % 210 Employee 185 50 202 16 9% 271 Property 257 1 234 (23) -9% 0 Transport and Plant 0 0 0 0 0% 18 Supplies, Services and Admin 18 2 18 0 2% 17 Payments to Other Bodies 33 4 18 (16) -47% 0 Other 0 0 0 0 0% 516 Gross Expenditure 494 57 472 (22) -5% (1,363) Income (1,595) (241) (1,529) 66 4% (847) Net Expenditure (1,101) (184) (1,057) 44 -4% £000 £000 £000 £000 £000 % 3,334 Employee 3,243 789 3,347 104 3% 143 Property 163 4 170 8 5% 1,328 Transport and Plant 992 196 1,093 102 10% 6,258 Supplies, Services and Admin 6,736 1,284 6,877 141 2% 50 Payments to Other Bodies 22 26 26 5 21% 0 Other 0 0 0 0 0% 11,114 Gross Expenditure 11,155 2,299 11,514 359 3% (1,364) Income (1,359) (98) (1,323) 36 3% 9,750 Net Expenditure 9,797 2,201 10,191 395 4% Grounds Maintenance & Street Cleaning Client Outdoor Services Crematorium Burial Grounds Waste Services Page 131
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2023 PERIOD 3 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status Service Summary Annual Variance 2023/24 £000 £000 £000 £000 £000 % 1,138 Employee 1,233 220 1,203 (30) -2% 1,794 Property 1,941 211 1,941 0 0% 3 Transport and Plant 5 1 5 (0) 0% 74 Supplies, Services and Admin (52) 3 (51) 1 -1% 47 Payments to Other Bodies 102 8 102 0 0% 0 Other 0 0 0 0 0% 3,056 Gross Expenditure 3,230 444 3,200 (30) -1% (2,968) Income # (5,555) (120) (5,510) 45 1% 88 Net Expenditure (2,325) 324 (2,310) 15 -1% £000 £000 £000 £000 £000 % 620 Employee 753 195 710 (43) -6% 489 Property 23 7 23 0 0% 2 Transport and Plant 1 0 0 (1) -100% 13 Supplies, Services and Admin 87 1 94 7 8% 618 Payments to Other Bodies 370 (12) 387 17 5% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,234 190 1,214 (20) -2% (976) Income (1,079) (5) (1,042) 37 3% 767 Net Expenditure 155 185 172 17 11% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 564 Property 606 55 590 (17) -3% 0 Transport and Plant 0 0 0 0 0% 10 Supplies, Services and Admin 14 (3) 14 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 575 Gross Expenditure 620 52 603 (17) -3% (574) Income (620) (52) (603) 17 3% 1 Net Expenditure (0) 0 0 0 -100% £000 £000 £000 £000 £000 % 7,081 Employee 6,406 1,431 6,789 382 6% 384 Property 367 27 425 58 16% 1,030 Transport and Plant 771 134 1,010 240 31% 1,020 Supplies, Services and Admin 707 211 832 125 18% 19 Payments to Other Bodies 0 0 0 0 0% 646 Other 557 0 557 0 0% 10,180 Gross Expenditure 8,808 1,803 9,613 805 9% (12,115) Income (11,237) (66) (12,032) (795) -7% (1,934) Net Expenditure (2,429) 1,737 (2,419) 10 0% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets /Capital Investment Programme Page 132
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Transport, Fleet & Maintenance Services (571) (528) 44 -8% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 30 June 2023 Budget Details Variance Analysis Variance overspend anticipated at present Transport services across WDC Employee costs are greater than budgeted as turnover targets are not being achieved and overtime is greater than anticipated. Greater recharges have partly offset this additional cost. overtime and turnover will continue to be monitored ITEM 15 Page 133
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2023 Budget Details Variance Analysis Variance Roads Services 3,029 3,311 282 9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Outdoor Services 243 274 31 13% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service covers the outdoor sporting facilities provided by WDC and public conveniences Income from fees and charges is unlikely to be as budgeted income will be monitored to establish whether there has been a downtown in demand overspend anticipated An adverse variance is anticipated. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Plant hire costs have increased during the year to a level not foreseen when the budget was set . Similarly, electricity and street lighting costs have increased during the year to a level not anticipated when the budget was set due to inflationary levels. Management will continue to monitor all budget heads with a view to minimising the overspend. Page 134
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2023 Budget Details Variance Analysis Variance Ground Maintenance & Street Cleaning Trading A/c (2,429) (2,419) 10 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,101) (1,057) 44 -4% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,797 10,191 395 4% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The increased income target is unlikely to be met Overspend anticipated Income from cremations is less than budgeted with income less than the corresponding period last year Income and expenditure will continue to be monitored throughout the year. waste removal/tonnage costs in particular will be closely monitored Employee costs are higher due to the knock-on effect of the higher pay award and higher overtime than reflected in the budget . Tonnage costs with the principal waste removal contractor remain a problematic area. Transport costs, principally internal fleet charges, are greater than anticipated when the budgets were set. Trading operation providing grounds maintenance and street cleaning services Employee costs are over-budget because of a combination of turnover not being achieved, higher than anticipated overtime and the knock-on effect of last year's pay award (closer to 10%) on this year's costs. This along with the increase in material costs is partly offset by anticipated greater income income and expenditure items will continue to be monitored small overspend anticipated Page 135
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2023 Budget Details Variance Analysis Variance Page 136
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ In Progress £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Historical Lease Review SDP06 A Wilson 55,000 55,000 - 2 Consultancy Services Reduction SDP08 A Wilson 82,000 82,000 - 3 Structural Patching RN07 G Macfarlane 150,000 150,000 - 4 Environmental Trust Grant Reduction RN17 G Macfarlane 87,000 87,000 - 5 Non regulated procurement under £2m to be carried out by services and remove need for procurement monitoring activity for contracts awarded under that threshold SDP01 A Wilson 110,000 110,000 - Full amount of savings will be met in 24/25 - £46K not met in 23/24 as salaries for those leaving in 23/24 - this will be met from the smoothing fund 6 Non-Complex procurement to be carried out by services and remove need for procurement monitoring activity for those contracts SDP02 A Wilson 148,000 148,000 - 7 Review and improve purchase to pay administration procedures reducing the need for Corporate Procurement Unit support and allowing services to fully undertake purchase to pay activities SDP03 A Wilson 99,000 99,000 - 8 Reduce Consultancy Services and Capital Investment Team SDP11 A Wilson 212,000 212,000 - 8 943,000 - 943,000 - TOTAL COMPLETE STATUS: COMPLETE ITEM 15 Page 137
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ In Progress £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Office/ Depot Rationalisation SDP05 A Wilson 380,000 380,000 380,000 - 75% Complete on track for 23/24 savings 2 Commercialisation of Assets (Pavilions/Cafés) SDP07 A Wilson 41,000 41,000 41,000 - on track for 23/24 savings 3 External Consultancy Income SDP09 A Wilson 50,000 50,000 50,000 - Ongoing in 2023/24 4 Review the use of Municipal Buildings to identify alternative uses or commercial opportunities SDP14 A Wilson 37,000 37,000 37,000 - Likely not to be fully achieved but options being explored for partial savings to be achieved 23/24. 5 Review possible early closure of Clydebank Town Centre Office with employees based there relocated to alternative Council accommodation SDP15 A Wilson 108,000 108,000 108,000 - On track. Registrars relocation completed July 23. 6 Civic Waste Amenity Sites RN02 G Macfarlane 63,000 63,000 63,000 - 7 Residual Waste Optimisation RN03 G Macfarlane 138,000 138,000 138,000 - 8 Review the charging policy for the Care of Gardens scheme or remove provision entirely RN04 G Macfarlane 211,000 211,000 211,000 - 9 Parking Enforcement RN05 G Macfarlane 100,000 100,000 100,000 - The Roads service is working with a consultant to collate the required information to support the application to transfer powers to the LA. Additionally officers are undertaking procurement activities to support the back office requirements. Still aim to be in a position to deliver/achieve the required saving by year end 10 Reduce or remove the provision of weekend litter collection at key destinations such as parks and town centres RN06 G Macfarlane 47,000 47,000 47,000 - 11 Reduce provision of grass cutting, bin clearing, litter collection and street sweeping RN09 G Macfarlane 460,000 460,000 460,000 - 12 Improve recycling rates through a review of the programme of residual waste collection RN10 G Macfarlane 50,000 50,000 50,000 - 13 Electric Vehicle Charging RN13 G Macfarlane 91,000 91,000 91,000 - Charges introduced on 1st June 2023 STATUS: IN PROGRESS Page 138
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ In Progress £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 14 Transfer the provision of Christmas lights to community groups or traders associations with assistance provided by the Council at switch on events RN15 G Macfarlane 25,000 25,000 25,000 - liaising with local community groups and traders but yet to reach agreements to transfer responsibilities 14 TOTAL IN PROGRESS 1,801,000 1,801,000 1,801,000 - 22 2,744,000 1,801,000 2,744,000 - TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 139
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY PERIOD END DATE PERIOD 3 Spend to Date Spend to Date £000 £000 Red 19 33.3% 20,606 19.2% 19 33.3% 19,220 96.2% Amber 0 0.0% 0 0.0% 0 0.0% 0 0.0% Green 38 66.7% 86,766 80.8% 38 66.7% 761 3.8% 57 100% 107,372 100% 57 100% 19,981 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Actual Variance Re-profiling Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 16,713 15,885 19,220 2,506 5,470 15,885 5,391 (79) (79) 0 0 0 0 0 0 0 0 0 0 0 187,582 86,766 186,879 (703) 66,238 761 66,238 0 0 0 204,295 102,650 206,099 1,803 71,708 16,646 71,629 (79) (79) 0 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 30 June 2023 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 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 TOTAL EXPENDITURE Project Status Analysis Project Life Financials Current Year Financials Red Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber ITEM 15 Page 140
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 61 61 100% 61 (0) 0% Current Year Financials 58 0 0% 58 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 2 Project Life Financials 87 0 0% 0 (87) -100% Current Year Financials 79 (0) 0% 0 (79) -100% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 3 Project Life Financials 20 20 100% 20 0 0% Current Year Financials 7 0 0% 7 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 4 Project Life Financials 290 290 100% 290 0 0% Current Year Financials 227 0 0% 227 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Main Issues / Reason for Variance Expect full spend before 31 March 2024. Mitigating Action None required. Anticipated Outcome Tender works delayed due to Energy Officer being involved in other priority work. Aim to be tendered within this financial year but works will not be completed. None Required. Anticipated Outcome Main Issues / Reason for Variance Mitigating Action None Required. Anticipated Outcome Replace existing main hall Air Handling unit at Clydebank Town Hall. Works are being undertaken to upgrade controls which are 90% complete. Mitigating Action Main Issues / Reason for Variance Main Issues / Reason for Variance Installation of Solar PV at Clydebank Leisure Centre Installation of Solar PV at Clydebank Leisure Centre. Planned End Date Forecast End Date Works to be undertaken in 24/25 Replace existing main hall Air Handling unit at Clydebank Town Hall Planned End Date Forecast End Date Replace existing main hall Air Handling unit at Clydebank Town Hall. Replace failed heating controls/valves & recommission Replace failed heating controls/valves & recommission. Planned End Date Forecast End Date Delivery of project with full budget spend. Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Measures to be installed at both Meadow Centre & Vale of Leven Swimming Pool; new pool hall Air Handling Units, upgrade lighting, circulating pumps Vale of Leven Swimming Pool, internal and external lighting and draught proofing. Planned End Date Forecast End Date It is anticipated that Tender will go out this financial year. Depending on feedback from leisure re opportunity to close centre for AHU works, it is hoped Civil works will at least be intiated this financial year with AHU works completed next financial year. Expecting full spend prior to 31 March 2024. Other priorty projects have cintributed to delay. Also require to appoint structural engineer to progress report amd it is anticipated that this will be undertaken in the near future. Mitigating Action Liasing with Leisure to see if opportunity to carry works between Dec and March . Appoint new external structural engineer to provide SER. Anticipated Outcome ITEM 15 Page 141
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre 5 Project Life Financials 1,456 1,456 100% 1,456 0 0% Current Year Financials 676 0 0% 676 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 6 Project Life Financials 747 747 100% 747 0 0% Current Year Financials 707 0 0% 707 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Dec-22 30-Jun-24 7 Project Life Financials 125 125 100% 125 0 0% Current Year Financials 26 0 0% 26 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 30-Jun-24 8 Project Life Financials 150 150 100% 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-24 Anticipated Outcome Anticipated Outcome New Sports Changing Facility at Lusset Glen in Old Kilpatrick New Sports Changing Facility at Lusset Glen in Old Kilpatrick Planned End Date Forecast End Date None available at this time. Project was 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 Mitigating Action None available at this time Main Issues / Reason for Variance Projects contiue to be progressed and expected to complete this fiancnial year Mitigating Action None required at this tinme Anticipated Outcome 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. Mitigating Action None available at this time 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. Anticipated Outcome Projects delivered on budget 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 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 Projects delivered on budget Clydebank Can On The Canal New activities centre in Clydebank Town Centre. Planned End Date Forecast End Date Projects delivered on budget To deliver new sports changing facility. Page 142
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre 9 Project Life Financials 2,375 1,175 49% 2,375 (0) 0% Current Year Financials 1,085 6 1% 1,085 0 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 31-Mar-25 6 (0) 6 0 10 Project Life Financials 50 50 100% 50 (0) 0% Current Year Financials 13 0 0% 13 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 11 Project Life Financials 2,712 5,305 196% 5,305 2,593 96% Current Year Financials 864 421 49% 864 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 30-Nov-23 12 Project Life Financials 25 25 100% 25 0 0% Current Year Financials 6 0 0% 6 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 Main Issues / Reason for Variance This budget will be used to develop an area of the existing Cemetery for additional burials. Project scope has now been developed and will be tendered under the minor civils framework. Budget spend anticipated in 2023/2024. Various delays due to Covid and other utility issues. Planning was previously delayed but now resolved. Building warrant applications submitted and tender to be issued. Mitigating Action None available at this time. Anticipated Outcome Main Issues / Reason for Variance Mitigating Action None available at this time Anticipated Outcome Main Issues / Reason for Variance Mitigating Action None available at this time Anticipated Outcome Kilmaronock Cemetery Extension Extension of existing cemetery at Kilmaronock. Planned End Date Forecast End Date 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 was extended to May 2023 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. The project overspent on budget last year and the project will overspend overall. Ongoing connection issues with Scottish Water. Delay issues have been highlighted at a senior level within Scottish Water and communication seems to be improving. Expected completion date is estimated to be November 2023. However, this is dependent on when water connection is made. Supply and install extra large litter bins as a pilot project within hotspot problem areas. Project has commenced. Main Issues / Reason for Variance Mitigating Action None required at this time. Anticipated Outcome Large bins provided for high traffic areas New Westbridgend Community Centre New Westbridgend Community Centre Planned End Date Forecast End Date New build community facility. Sustainable burial environment for local residents. 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 Planned End Date Forecast End Date New sports Hub delivered 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 Page 143
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre 13 Project Life Financials 217 217 100% 217 0 0% Current Year Financials 214 0 0% 214 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 14 Project Life Financials 400 400 100% 400 0 0% Current Year Financials 42 0 0% 42 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 15 Project Life Financials 314 314 100% 314 (0) 0% Current Year Financials 56 0 0% 56 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 16 Project Life Financials 2,485 350 14% 2,485 0 0% Current Year Financials 237 16 7% 237 0 0% Project Description Project Manager Raymond Walsh/ Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 Mitigating Action None required at this time. Anticipated Outcome Main Issues / Reason for Variance Road construction works completed in previous years. Remaining funds are insufficient to complete footpath construction. Works on hold until such time as additional funds can be secured. Mitigating Action Anticipated Outcome Main Issues / Reason for Variance A detailed design for Gruggies Burn will be undertaken. Project has been carried forward from 2022/23 Main Issues / Reason for Variance 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. Main Issues / Reason for Variance Charging points to be installed at Moss O' Balloch park - project carried forward from 2022/23 Mitigating Action None required at this time. Planned End Date Forecast End Date To improve journey times and reliability of bus services. Auld Street Clydebank - Bond Officers working with external partners to identify projects to support funding. Project carried frowrd from 2022/23 Mitigating Action None available at this time. Anticipated Outcome Completion of roadworks associated with Auld Street housing development. Creation of a footpath to Golden Jubilee Hospital. Planned End Date Forecast End Date To complete remaining civil works required. None available at this time. Anticipated Outcome Electrical Charging Points - Rapid Charge Funding has been awarded from Transport Scotland for the Installation of electrical charging points Planned End Date Forecast End Date To provide Electric Vehicle Charging points within West Dunbartonshire. Flood Risk Management Enhancement of drainage infrastructure to ensure compliance with Flood Risk Management Act 2009. Planned End Date Forecast End Date Project should be complete within budget. Page 144
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre 17 Project Life Financials 500 500 100% 500 0 0% Current Year Financials 500 0 0% 500 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 18 Project Life Financials 4,300 4,300 100% 4,300 (0) 0% Current Year Financials 138 0 0% 138 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 19 Project Life Financials 400 400 100% 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-23 31-Mar-24 Main Issues / Reason for Variance Main Issues / Reason for Variance Works substantially complete. Additional works as a compensation event started on Wallace street in July 2022. Mitigating Action None available at this time. Anticipated Outcome Flood Prevention Various flood prevention projects. Planned End Date Forecast End Date Projects should be complete within budget. Main Issues / Reason for Variance Plans are under consideration by officers and will be submitted to Elected Members for approval. Project has been carried forward from 2022/23 Mitigating Action None required at this time. Anticipated Outcome Clydebank Charrette, A814 Clydebank Charrette, A814 Planned End Date Forecast End Date Projectwill enhance the A814 through Clydebank. Purchase of gritters Purchase of gritters. Planned End Date Forecast End Date Project delivered within budget. 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 Page 145
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 450 193 43% 193 (258) -57% Current Year Financials 0 0 0% 0 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 2 Project Life Financials 16,155 8,997 56% 13,997 (2,158) -13% Current Year Financials 4,098 0 0% 4,098 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-25 3 Project Life Financials 22,213 22,100 99% 22,100 (113) -1% Current Year Financials 19,984 120 1% 19,984 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-25 31-Mar-25 4 Project Life Financials 11,220 7,365 66% 11,220 0 0% Current Year Financials 7,209 150 2% 7,209 0 0% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 30 June 2023 Budget Details Project Life Financials Spend to Date Variance Zero Carbon Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action Officers will continmue to persue the credit note Anticipated Outcome Project to be delivered on programme and within budget once it has been fully set. 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 Following completion of the Developments Strategy the delivery plan has been revised and updated. District Heating Network Expansion Network expansion to Golden Jubilee is discussed at every District Heating Project Board Anticipated Outcome Main Issues / Reason for Variance Regeneration Fund This project has been completed. However a credit is outstanding and should be received this financial year. ZeroCarbon Credut note received and project closed Funding to implement major regeneration projects linked to community charrettes. Planned End Date Forecast End Date Projects ongoing and expected be delivered on time and on budget Mitigating Action None required Anticipated Outcome Projects delivered on time and on budget Mitigating Action None available at this time Anticipated Outcome District Heating Network Expansion. Planned End Date Forecast End Date Main Issues / Reason for Variance Network expansion to GJNH (Golden Jubilee National Hospital) will commence pending approval to proceed by the GJNH Board including agreeing tariff rates . Unable to confirm exact programme until approval has been given. Mitigating Action Projects delivered on budget ITEM 15 Page 146
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 5 Project Life Financials 33,491 15,790 47% 34,049 558 2% Current Year Financials 11,845 352 3% 11,845 0 0% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Alan Douglas Project Lifecycle 31-Mar-27 31-Mar-27 6 Project Life Financials 8,535 2,583 30% 8,535 (0) 0% Current Year Financials 2,238 10 0% 2,238 0 0% Project Description Project Manager Sharon Jump/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-25 31-Mar-25 7 Project Life Financials 25,439 2,030 8% 24,278 (1,161) -5% Current Year Financials 2,030 (59) -3% 2,030 0 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-24 31-Mar-24 8 Project Life Financials 349 349 100% 349 0 0% Current Year Financials 340 0 0% 340 0 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-24 31-Mar-24 Delivery of the project on time and within the increased budget Exxon City Deal Main Issues / Reason for Variance As part of the City Deal project the WDC Exxon site at Bowling regeneration with alternative A82 route included. Planned End Date A number of H&S works have been carried out in depots with other works planned in the coming months. Scope and design of future works are currently being developed. The budget for this project was been rephased to FY 2023/2024. Mitigating Action None available at this time. Anticipated Outcome To deliver new sports changing facility. Mitigating Action None available at this time Anticipated Outcome Deliver project outcomes within agreed budget Works progressing. Mitigating Action None required at this time Anticipated Outcome Full budget spend anticipated. 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 was June 2023. 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. Note for Patricia - needs narrative on underbridge not happening this financial year and impact on budget spend for 23/24. Forecast will need to be amended. Mitigating Action None Required Anticipated Outcome Depot Rationalisation Depot Rationalisation. Planned End Date Forecast End Date Building Upgrades and H&S - lifecycle & reactive building upgrades Lifecycle and reactive building upgrades. Planned End Date Forecast End Date Main Issues / Reason for Variance New Sports Changing Facility Dumbarton West (Old OLSP site) New Sports Changing Facility Dumbarton West (Old OLSP site) Planned End Date Forecast End Date Main Issues / Reason for Variance Page 147
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 9 Project Life Financials 2,430 630 26% 2,430 0 0% Current Year Financials 478 0 0% 478 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 10 Project Life Financials 449 492 110% 492 44 10% Current Year Financials 446 0 0% 446 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 11 Project Life Financials 250 250 100% 250 0 0% Current Year Financials 250 0 0% 250 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 12 Project Life Financials 221 221 100% 221 0 0% Current Year Financials 8 0 0% 8 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 03-Apr-21 31-Mar-23 Main Issues / Reason for Variance Works progressing None required at this time. Planned End Date Forecast End Date Mitigating Action Anticipated Outcome Better access with parks, cemeteries and open spaces. Allotment Development To develop an allotment site. Planned End Date Forecast End Date Mitigating Action Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Sustainable burial environment for local residents. None required at this time. 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. Main Issues / Reason for Variance None required at this time. 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 2023/2024. New all weather tennis courts. Mitigating Action Anticipated Outcome Additioanl allotments delivered within budget Cemetery Extension, North Dalnotter Cemetery Extension, North Dalnotter Planned End Date Forecast End Date Works progressomg Sports Facilities Upgrades - Argyll Park - Construction of 3 All Weather Tennis Courts Project is part of wider investment in sporting facilities and is dependent on match funding from Sports Scotland. Agreement in principle to wider WDC strategic priorities. Planned End Date Forecast End Date Project works complete. Retentions to be paid None required at this time. Anticipated Outcome Page 148
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 13 Project Life Financials 817 817 100% 817 (0) 0% Current Year Financials 529 0 0% 529 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 14 Project Life Financials 200 200 100% 200 0 0% Current Year Financials 200 0 0% 200 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 15 Project Life Financials 739 439 59% 739 (0) 0% Current Year Financials 380 33 9% 380 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-28 31-Mar-28 16 Project Life Financials 210 210 100% 210 0 0% Current Year Financials 210 0 0% 210 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 31-Mar-24 Mitigating Action None required. Anticipated Outcome Consultant and design team fees for resurfacing of 3G pitch at East End Park. Project is now being developed for tendering, with project commencing May 2023 and completion expected by 31 March 2024. Anticipated Outcome Extension to existing cemetery providing a sustainable burial environment. East End Park Resurfacing Resurfacing of 3G pitch at East End Park. Planned End Date Forecast End Date Main Issues / Reason for Variance Design fees to develop Mountain bike skills trail in Balloch country park. Invoice for project received Anticipated Outcome Mountain bike track Resurfacing of 3G pitch at East End Park. Play Parks Grant Funding Renew and replace play park equipment Vale of Leven Cemetery Extension Extension of existing cemetery in Vale of Leven. Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action None available at this time. Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action None required at this time. Anticipated Outcome Renewal of play parks 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 Mitigating Action None required at this time. 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. Page 149
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 17 Project Life Financials 485 485 100% 485 0 0% Current Year Financials 430 0 0% 430 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 18 Project Life Financials 1,244 1,051 84% 1,051 (193) -16% Current Year Financials 905 0 0% 905 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 19 Project Life Financials 60 60 100% 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-24 20 Project Life Financials 800 800 100% 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-24 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 Additional fudning received and projects will be allocated. Turnberry Homes - traffic calming/ management at Turnberry housing development off Castle Road To develop projects including Balloch Cycle Way (Pier Road to Mollanbowie/Boturich Road), and other projects principally around National Cycle Network 7 including Angus Street/Bonhill Bridge and Atlus Street/Cart Street, Clydebank and pedestrian dropped kerbs. Additional funding has been received and will be allocted to 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 Consultation completed 2021/2022 and speed humps installed prior to 31 March 2023. River Leven Flood Prevention Scheme Main Issues / Reason for Variance Mitigating Action None required at this time. Anticipated Outcome Traffic calming to be installed in Dumbarton East. Nature Restoration Fund Nature resource for Faifley Community Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action None required at this time. Anticipated Outcome complettion of project on time and on budget Main Issues / Reason for Variance Mitigating Action None required at this time. Anticipated Outcome To improve connectivity and enhanced Cycling routes within West Dunbartonshire. River Leven Flood Prevention Scheme. Main Issues / Reason for Variance Planned End Date Forecast End Date Awaiting outcome of Scottish Government & SEPA deliberations - project has been carried forward from 2022/23 Mitigating Action None required at this time. Anticipated Outcome Project should be completed within budget. Page 150
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 21 Project Life Financials 2,277 2,277 100% 2,277 0 0% Current Year Financials 1,480 0 0% 1,480 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 22 Project Life Financials 24,658 6,872 28% 27,224 2,565 10% Current Year Financials 2,195 (64) -3% 2,195 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 23 Project Life Financials 881 112 13% 912 32 4% Current Year Financials 84 4 5% 84 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 24 Project Life Financials 97 97 100% 97 (0) 0% Current Year Financials 29 2 7% 29 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Main Issues / Reason for Variance Infrastructure - Roads Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides Street lighting and associated electrical infrastructure Main Issues / Reason for Variance Roads Operations are progressing an extensive surfacing program and have a number of schemes to be completed by the end of the financial year. Mitigating Action Planned End Date Forecast End Date Anticipated Outcome Intention is to complete works within budget. Improvement of WDC Roads Depot. Depot Improvement Works None available at this time. Planned End Date Forecast End Date Main Issues / Reason for Variance Budget will be allocated to ensure maintenance of street lighting. Mitigating Action Planned End Date Forecast End Date Main Issues / Reason for Variance This budget will be utilised for depot rationalisation works during the financial year. Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements. Planned End Date Forecast End Date Work will be undertaken during this financial year for A8014 Kilbowie Road, Balloch Station Park and Ride and Bus Infrastructure Improvements. A814 Congestion measures contractor arrived on site mid-August. Works are progressing well. The budget for Balloch Station will be used for consultancy works and planning application fees. Additional fundinghas been received and approriate projects will be identified. Mitigating Action None required at this time. Anticipated Outcome Improve accessibility to Public Transport and improve journey time reliability. Infrastructure - Roads. None required at this time. Anticipated Outcome Intention is to complete various surfacing works by the end of March 2024. WDC is responsible for the maintenance of 18,000 street lighting columns and associated illuminated signs and bollards. This budget is required for this infrastructure. Mitigating Action None available at this time. Anticipated Outcome Intention is to complete works within budget. Page 151
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 25 Project Life Financials 15,053 1,984 13% 15,053 (0) 0% Current Year Financials 1,530 0 0% 1,530 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 26 Project Life Financials 1,700 1,700 100% 1,700 0 0% Current Year Financials 693 0 0% 693 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 27 Project Life Financials 134 134 100% 134 0 0% Current Year Financials 134 0 0% 134 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 28 Project Life Financials 80 80 100% 80 0 0% Current Year Financials 75 0 0% 75 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Roads Plant To purchase equipment. Gruggies Burn Flood Prevention A813 Road Improvement Phase 1 Commission of Gruggies Flood Prevention Scheme. Planned End Date Forecast End Date Main Issues / Reason for Variance Budget to be used for a detailed design for Gruggies Burn. Mitigating Action None available at this time. Anticipated Outcome Project should be completed within budget. Funding has been awarded from Sustrans to assist with social distancing measures required as a result of the COVID-19 pandemic. Planned End Date Forecast End Date Main Issues / Reason for Variance Roads Safety Main Issues / Reason for Variance New Plant to be purchased Mitigating Action None required. Anticipated Outcome Officers working with external partners to identify projects to support funding. Project carried frowrd from 2022/23 Mitigating Action None available at this time. Anticipated Outcome To improve journey times and reliability of bus services. Roads Safety Planned End Date Forecast End Date Main Issues / Reason for Variance New funding which will be allocated to approiate projects. Mitigating Action None required at this time. Anticipated Outcome Projects delivered on time and on budget Purchase of Roads plant and equipment. Planned End Date Forecast End Date Page 152
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 29 Project Life Financials 300 300 100% 300 0 0% Current Year Financials 26 0 0% 26 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 30 Project Life Financials 1,000 1,000 100% 1,000 0 0% Current Year Financials 878 185 21% 878 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 31 Project Life Financials 1,000 1,000 100% 1,000 0 0% Current Year Financials 1,000 0 0% 1,000 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 32 Project Life Financials 12,177 3,857 32% 12,177 0 0% Current Year Financials 3,314 29 1% 3,314 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Traffic Signal Upgrades Mitigating Action None available. None required. Anticipated Outcome Improvement to pavements. Vehicle Replacement Strategy Anticipated Outcome Replacement of refuse collection vehicles. Vehicle Replacement Upgrade Traffic Signals Planned End Date Forecast End Date Mitigating Action Replacement of refuse collection vehicles. Planned End Date Forecast End Date Main Issues / Reason for Variance Full budget allocated for this year including the procurement of large vehicles for waste collection. Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles, 10 year light vehicles). Planned End Date Forecast End Date Main Issues / Reason for Variance The signalisation of Kilbowie roundabout is underway and ocne complete construction will be prgrammed. Mitigating Action None required. Various pavement improvement projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations to be decided. Pavement improvements To upgrade traffic signals. Anticipated Outcome Main Issues / Reason for Variance Vehicles are being ordered for delivery in this financial year but larger vehicles have been delayed into financial year 2023/2024. Mitigating Action None Required. Anticipated Outcome Replacement of fleet within budget. Page 153
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 33 Project Life Financials 1,980 1,980 100% 1,980 0 0% Current Year Financials 1,980 0 0% 1,980 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 34 Project Life Financials 179 80 45% 160 (19) -10% Current Year Financials 9 0 0% 9 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 35 Project Life Financials 60 60 100% 60 0 0% Current Year Financials 16 0 0% 16 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 36 Project Life Financials 79 79 100% 79 0 0% Current Year Financials 79 0 0% 79 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 2022/23 GRANT OFFER FOR ELECTRIC VEHICLE INFRASTRUCTURE Planned End Date Forecast End Date Main Issues / Reason for Variance Project in progress 2022/23 GRANT OFFER FOR ELECTRIC VEHICLE INFRASTRUCTURE Smarter Choices, Smarter Places Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action Mitigating Action None Required. Anticipated Outcome Project delivered within budget. 2022/23 GRANT OFFER FOR ELECTRIC VEHICLE INFRASTRUCTURE New Funding - Project in progress Mitigating Action None Required. Anticipated Outcome Project delivered within budget. None Required. Anticipated Outcome Project delivered within budget. Waste Transfer Station The design, development and construction of a recycling and bulk waste transfer facility that will ensure all recycling material can be sorted and disposed off appropriately to ensure compliance with landfill ban in 2025. Planned End Date Forecast End Date Main Issues / Reason for Variance Consultant project nearing completion and spend will be made thereafter. The purchase of 2 compactors for the Council civic amenity site at Dalmoak. Planned End Date Forecast End Date Main Issues / Reason for Variance Compactors have now been delivered. Anticipated Outcome Mitigating Action None Required. Project delivered within budget. Replacement of compactors at Dalmoak civic amenity site Page 154
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS MASTER LIST PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2023 Budget Details Project Life Financials Spend to Date Variance ZeroCarbon 37 Project Life Financials 20 20 100% 20 0 0% Current Year Financials 20 0 0% 20 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 38 Project Life Financials 150 150 100% 150 0 0% Current Year Financials 150 0 0% 150 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 None Required. Anticipated Outcome Project delivered within budget. River bank erosion repair - Levenhowe River bank erosion repair in the Levenhowe area Planned End Date Forecast End Date Main Issues / Reason for Variance Project in progress Mitigating Action Project delivered within budget. Project in progress None Required. Park Improvements and Mulit Games Area - Goldenhill Park River bank erosion repair in the Levenhowe area Planned End Date Forecast End Date Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Page 155