Document Pack (Bookmarked) IRED 07 02 24
West Dunbartonshire Council · 7 February 2024
Back to Infrastructure, Regeneration & Economic Development Committee — 7 February 2024 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, 7 February 2024 ___________________________________________________________________ Time: 10:00 a.m. ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Infrastructure, Regeneration and Economic Development Committee as detailed above. Members will have the option to attend the meeting remotely, or in person, at the Civic Space, 16 Church Street, Dumbarton, G82 1QL. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor David McBride (Chair) Councillor 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 – Roads and Neighbourhood Chief Officer – Resources Date of Issue: 25 January 2024 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, 7 FEBRUARY 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 – 12 Submit for approval as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 1 November 2023. 7 CLYDEBANK: LONG TERM PLAN FOR TOWNS FUND 13 – 21 Submit report by the Chief Officer – Regulatory and Regeneration, seeking approval for the establishment of a Clydebank Town Board including appointment of Chair and Deputy, and procurement of services to help the Council develop and deliver a Long- Term Plan and Investment Plan to fulfil the requirements of the Long-Term Plan for Towns Fund. Page 3
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8 COLLECTION, HAULAGE, PROCESSING, TREATMENT AND 23 – 26 DISPOSAL OF BULKY WASTE Submit report by Chief Officer – Roads and Neighbourhood, advising that the award of the contract for the Collection, Haulage, Processing, Treatment and Disposal of Bulky Waste, was approved on 15 December 2023 by the Chief Officer – Roads and Neighbourhoods, after consulting with the Convenor of the Infrastructure, Regeneration and Economic Development Committee (IRED). 9 INFRASTRUCUTRE, REGENERATION AND ECONOMIC 27 – 56 DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 7 (31 OCTOBER 2023) Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 October 2023 (Period 7) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). 10 DISPOSAL OF 53A GEORGE STREET, BONHILL G83 9JQ 57 – 63 Submit report by Chief Officer – Resources seeking approval for the Council to enter into a contract for the disposal of 53A George Street, Bonhill G83 9JQ to Sava Estates Ltd. 11 SALE OF 7 BANK STREET, ALEXANDRIA G83 0NG 65 – 71 Submit report by Chief Officer – Resources seeking approval for the Council to enter into a contract for the disposal of 7 Bank Street, Alexandria G83 0NG to Daveed Malik. 12 SALE OF LAND ADJACENT TO 193 DUMBARTON ROAD, 73 – 76 CLYDEBANK Submit report by Chief Officer – Resources seeking approval for the sale of land at Dumbarton Road, Clydebank to David Hamilton. 13 SERVITUDE OF LAND ADJACENT TO DUNTIGLENNAN FIELDS 77 – 80 DUNTOCHER Submit report by Chief Officer – Resources seeking approval to enter into a Servitude Agreement of land adjacent to Duntiglennan Fields, Duntocher, with BDW Trading Limited, trading as Barratt West Scotland (Barratt). 14/ Page 4
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14 LEASE OF THE HUB, KILBOWIE ROAD, CLYDEBANK 81 – 84 Submit report by Chief Officer – Resources seeking approval for the Council to transfer The HUB, Kilbowie Road, Clydebank (the Hub) to Dynamite Gymnastics Club. 15 LEASE OF KNOWES SPORTS PAVILION, FAIFLEY To Follow Submit report by Chief Officer – Resources regarding the above. 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, 1 November 2023 at 10.00 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: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Craig Jardine, Corporate Asset Manager; Michelle Lynn, Assets Coordinator; Gillian McNamara, Economic Development Manager; Pamela Clifford, Planning, Building Standards and Environmental Health Manager; Nicola Moorcroft and Ashley MacIntyre, Committee Officers. 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. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. ITEM 6 Page 7
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MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 16 August 2023 were submitted and approved as a correct record. REGULATORY AND REGENERATION DELIVERY PLAN 2023/24 - ECONOMIC DEVELOPMENT MID-YEAR PROGRESS REPORT A report was submitted by the Chief Officer – Regulatory and Regeneration, setting out the mid-year progress of the 2023/24 Plan in relation to Economic Development. After discussion, the Committee agreed to note the progress achieved. ROADS AND NEIGHBOURHOOD DELIVERY PLAN 2023/24 MID-YEAR PROGRESS REPORT A report was submitted by the Chief Officer – Roads and Neighbourhood, setting out the mid-year progress of the Roads and Neighbourhood Delivery Plan 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. SALE OF 134 A&B, MAIN STREET, ALEXANDRIA G83 0NZ A report was submitted by the Chief Officer – Resources seeking approval for the Council to dispose of 134 A&B Main Street, Alexandria (the Property) to Stephen Mahan and James Sartain. After discussion the Committee agreed:- (1) to approve the disposal of 134 A&B Main Street, Alexandria to Stephen Mahan and James Sartain for a figure of £45,500; (2) to authorise the Chief Officer – Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. ECONOMIC DEVELOPMENT STRATEGY ACTION PLAN 2022-2027 A report was submitted by the Chief Officer – Regulatory and Regeneration, providing an update of work undertaken during 2022/23 to deliver the West Dunbartonshire Economic Development Strategy 2022-2027 and to obtain approval for a new Economic Development Strategy Action Plan for the period 2022-2027. Page 8
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After discussion and having heard the Chief Officer – Regulatory and Regeneration, and the Economic Development Manager in further explanation and in answer to Members’ questions, Councillor McBride moved that the Committee:- (1) note the work undertaken during 2022/23 to deliver the West Dunbartonshire Economic Development Strategy 2022-2027; and (2) approve the Economic Development Strategy Action Plan 2022-2027 and delegate authority to the Chief Officer - Regulatory and Regeneration to deliver against this plan. As an amendment, Councillor Jonathan McColl moved: With regards to action CCS-AP/22-23/002, Develop a Renewable Energy strategy for west Dunbartonshire, on page 63 of the Report, given the legal and moral responsibility we have to reduce West Dunbartonshire’s carbon footprint, the Committee asks the Chief executive to work with senior Officers to identify how this important work can be resourced. If a Committee decision is required to approve any future actions, a separate report will come back to the next IRED Committee, otherwise members would be updated of progress through normal reporting. Councillor McBride accepted the amendment to his motion. DEVELOPMENT STRATEGY FOR THE ARTIZAN CENTRE A report was submitted by the Chief Officer – Regulatory and Regeneration, seeking approval for the proposed Artizan Redevelopment Masterplan, submission of an application for a Planning Permission in Principle for the site, and delivery of the Phase 1 of the redevelopment. After discussion and having heard the Chief Officer – Regulatory and Regeneration, the Economic Development Manager and the Planning, Building Standards and Environmental Health Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress made on Artizan redevelopment proposals; (2) to approve the Masterplan for the Artizan redevelopment and that it would form an application for the Planning Permission in Principle, to be submitted later in 2023; (3) to authorise development, procurement and delivery of Phase 1 of the redevelopment works, including submission of a detailed planning application and appointment of one or more principal contractors for the works; and (4) to note that the existing tenants would continue to be supported as part of the strategy. Page 9
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 5 (31 AUGUST 2023) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 31 August 2023 (Period 5) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion and having heard the Chief Officer – Roads and Neighbourhood, the Economic Development Manager and the Corporate Asset Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of this report which showed the revenue budget forecast to overspend against budget by £1.051m (7.48%) at the year-end taking into account that this is subject to change, and (2) to note the net projected annual position in relation to relevant capital projects which highlighted a projected variance of £8.746m (11.68%) due to re- profiling. PLACE BASED INVESTMENT PROGRAMME FUND A report was submitted by the Chief Officer – Regulatory and Regeneration, seeking approval for the funding allocation for Years Two (22/23) to Five (25/26), of the 5 year Place Based Investment Programme Fund (PBIP) to projects in Alexandria and wider West Dunbartonshire Council area. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress on development and delivery of the projects arising from the Alexandria Masterplan for which PBIP was allocated; (2) to approve the 2024/25 allocation of £0.471m and a proportion of the 2025/26 allocation, with an estimated total of £1.149m over three years to projects arising from the Alexandria Masterplan; (3) to approve the 2023/24 allocation of £0.471m of Council’s Place Based Investment Programme to Community Grants; (4) to note that the remaining 2022/23 allocation of £0.310m would go towards the development of an activity centre in Clydebank; (5) to note that recommendations on the allocation of the remaining 2025/26 funding would be made in a future report, and would be subject to circumstances and priorities near the time; (6) to authorise the Chief Officer – Regulatory and Regeneration to conclude on behalf of West Dunbartonshire Council, the award of the contract(s) to deliver Page 10
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the Alexandria projects in line with Contract Standing Orders and the Financial Regulations; and (7) to authorise the Chief Officer – Regulatory and Regeneration to award Grants to eligible Community groups following a formal selection process. LEASE OF GLENHEAD COMMUNITY CENTRE DUNTIGLENNAN ROAD, DUNTOCHER, CLYDEBANK G81 6HF A report was submitted by the Chief Officer – Resources seeking approval for the transfer of Glenhead Community Centre to the Antonine Sports Centre (a charitable organisation) which will 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 and in answer to Members’ questions, Councillor McBride moved that the Committee:- (1) note that following the issue of the papers for the meeting, an erratum notice had been issued which contained a revised version of the report; (2) note the content of the revised report; (3) approve the lease of Glenhead Community Centre to the Antonine Sports Centre until 30 June 2056 at a rental of £24,000 per annum; (4) authorise the Chief Officer – Resources to conclude negotiations; and (5) authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. Councillor Scanlan submitted the following amendment, to Councillor McBride’s motion: Committee agrees the recommendations and notes that the Antonine Centre have indicated they may be able to accommodate the After School Club during term time and this is something the after school club would be interested in exploring. Council agrees to facilitate discussions between the Antonine Centre and the After School Club, with a view to making a mutually agreeable arrangement. On a roll call vote being taken, 5 Members voted for the amendment, namely Councillors McColl, Oxley, Pollock, Scanlan and Traynor and 7 Members voted for the motion namely, Councillors McBride, McGinty, Millar, O’Neill, Rooney, Sorrell and Steel. The motion was accordingly, declared carried. Page 11
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THE REDEVELOPMENT AND MAJOR REFURBISHMENT OF GLENCAIRN HOUSE A report was submitted by the Chief Officer – Resources seeking approval to conclude the award of the contract for the redevelopment and major refurbishment of Glencairn House. After discussion and having heard the Assets Coordinator in further explanation, the Committee agreed to authorise the Chief Officer – Regulatory and Regeneration to conclude, on behalf of West Dunbartonshire Council (the Council), the award of the contract for the redevelopment and major refurbishment of Glencairn House, to one the five successful shortlisted contractors invited to tender, subject to such tender being within the budget figure of £7.2m. The meeting closed at 11.21 a.m. Page 12
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer (Regulatory & Regeneration) Infrastructure, Regeneration & Economic Development Committee 7 February 2024 Subject: Clydebank: Long - Term Plan for Towns Fund 1 Purpose 1.1 This report seeks Members’ approval for the establishment of a Clydebank Town Board including appointment of Chair and Deputy, and procurement of services to help the Council develop and deliver a Long-Term Plan and Investment Plan to fulfil the requirements of the Long-Term Plan for Towns Fund. 2 Recommendations 2.1 It is recommended that Committee: (i) Notes that Clydebank has been selected by UK Government as one of seven towns in Scotland to receive £20m of Long-Term Plan for Towns Fund split into 75% capital funding and 25% revenue funding; (ii) Notes that the Council received £50k capacity funding in 23/24 and will receive further £200k in 24/25 to support the development of the Long- Term and Investment Plans; (iii) Notes the summary of the guidance for the Fund provided by UK Government Department of Levelling Up Housing and Communities; (iv) Approves the establishment of a Clydebank Town Board with the range of Members suggested at 4.4; (v) Invites the meeting of Council on 27th March 2024 to nominate two elected members to the Clydebank Town Board; (vi) Approves the appointment of Liz Connolly, Principal of West College Scotland as Chairperson and delegates authority to the Chief Officer of Regulatory and Regeneration to appoint a Deputy for the Town Board; (vii) Delegates authority to the Chief Officer of Regulatory and Regeneration to procure and appoint consultants required to produce the Long-Term Plan and Investment Plan. 3 Background ITEM 7 Page 13
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3.1 Clydebank is one of seven Scottish towns selected to receive £20m of Long- Term Plan for Towns grant funding from UK Government, selected on the basis of their criteria and methodology. In Step 1 Local authorities were selected according to levelling up need, the population size of Built-Up Areas in the local authority as well as geographic spread. Levelling Up metrics covered skills, pay, productivity and health. In Step 2 a population threshold was applied, for Built-Up Areas of population between 20,000 and 100,000, and all local authorities without eligible Built-Up Areas were excluded. In Step 3 each Built-Up Area with a population between 20,000 and 100,000 within each local authority was ranked by the Index of Multiple Deprivation for each nation (SIMD for Scotland) and the most deprived Built-Up Area within each local authority was then selected. 3.2 In December 2023, the UK Government’s Department of Levelling Up, Housing and Communities (DLUHC) published guidance for local authorities to draw down the £20m investment, 75% of which will be capital funding with the remaining 25% revenue funding. The guidance includes requirements for local authorities to set up suitable governance arrangements including a locally-led Town Board and independent Chair, and provides examples of where the funding can be invested. To unlock the funding, a Long-Term Plan will have to be developed by the Town Board, and approved by DLUHC. Council approval will be required for projects that interact with Council’s responsibilities such as Planning, and a need for revenue funding that goes beyond the life of the Plan. In addition to Council responsibilities in respect of the specifics of the projects, it is proposed that a report on the Town Board and progress against the Plan is regularly reported to IRED for information. 3.3 Separate capacity funding will be provided to support governance of the fund. The Council has already received £50,000 to cover the upfront costs of setting up a Town Board. Further £200,000 in April 2024 is expected to support the development of the Long-Term Plan, and related administration and management costs 4 Main Issues 4.1 The Long-Term Plan for Towns Fund takes a new endowment-style approach. This means that funding is released over a 7-year period and local authorities have the flexibility to spend it over 10 years. The local authority remains the accountable body for funding and executing plans. The Town Board, supported by the local authority and working closely with local people, will be responsible for developing the Long-Term Plan. 4.2 Town Boards should be chaired by an independent Chair, invited by the Local Authority. The guidance states that the Chair should be a respected figure in the community with an obvious passion for the place. Examples suggested in the guidance include a philanthropist, the head of a Further Education College, a Director for the NHS Board or Trust or a director of a football club. Elected representatives, such as MPs, MSPs, or local councillors are exempt Page 14
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from chairing the Town Board. The Town Board should comply with lead Council governance and finance arrangements. 4.3 It is recommended that Committee approves the appointment of Liz Connolly as Chair, in her capacity as Principal of West College Scotland. Liz is a respected member of the wider community of interests, and has confirmed her willingness and enthusiasm for the role. 4.4 Board Members must include the local MP, a senior Police representative and a maximum of two Elected Members, and can include a local MSP. It is proposed that for Clydebank Town Board, in addition to previously mentioned participants, representatives from the Chamber of Commerce, West Dunbartonshire Council for Voluntary Services, Golden Jubilee Hospital, West of Scotland College, Community Council, Clyde Shopping Centre and other major local businesses, and local community partners. Four senior Council officers will also be asked to participate on the Board, to include the Chief Executive and the Chief Officer: Regulatory and Regeneration, together with the option to nominate substitutes in their absence. 4.5 The guidance sets out the timescales for the Fund governance. By 1 April 2024 a Town Board should be established, including appointment of the Chair. By 1 August 2024 the Town Board, supported by the Council should submit their Long -Term Plan which will be assessed and approved by UK Government. It has been acknowledged that Scottish Councils operate with different recess periods to their English counterparts and these timescales may be adjusted to better suit the Scottish context. 4.6 The Long-Term Plan will comprise a 10-year vision which clearly identifies the term priorities for the town and 3 year Investment Plan. The Investment Plan will set out how the funding will be allocated and spent over the next 3 years, and local authorities will receive the investment from the Long-Term Plan for Towns over the next 3 years to fund the Town Board’s 3-year Investment Plan. External expertise will be required to support the development of the Long-Term Plan and associated community engagement. 4.7 The Long-Term Fund for Towns guidance provides a list of interventions across the 3 broad investment themes: safety and security; high streets, heritage and regeneration, and transport and connectivity. Those interventions have already been assessed as having a strong case for investment, value for money and benefit-to-cost ratio and can be included in the Long-Term Plan and Investment Plan. For any “off-menu” interventions an outline business case will need to be provided 4.8 The Long-Term Plan should recognise and seek to build on the good work that is underway, or has been undertaken already in the town. In 2021 the Clydebank Town Centre Development Framework was approved. It includes a 15 year vision for transformation of the town centre into a vibrant and attractive place, and was based on the community aspirations from two previous charrettes. Subject to the endorsement of the Town Board, this Page 15
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Development Framework could form basis of the Long-Term Plan and the 3 year Investment Plan. Through the consultation process it will be developed and updated to ensure that the Long-Term Plan best reflects the current local priorities and long term aspirations. 5 People Implications 5.1 The early phases of the programme will be implemented by existing staff within Regeneration and Business Support in consultation with the new Chairperson, Deputy Chairperson and Town Board. As with the Levelling Up Fund in Dumbarton, consideration will be given in future to using some of the Long Term Fund for Towns to meet the costs of staff required to deliver the programme of work. The new programme and secretariat support to the Town Board will have some demands on staff time across Council Services including Legal, Procurement, Finance, Communities, Planning, Asset Management, Green Space and Roads and the capacity funding and longer term revenue funding will, where appropriate, be applied to fund such support. 6 Financial & Procurement Implications 6.1 The Council have already received £50,000 of capacity funding to support establishment of the Town Board. A further £200,000 will be allocated once the Board has been established, to support development of the Long-Term Plan and any associated community engagement. 6.2 in Autumn 2024 Local authorities will receive the investment from the Long- Term Plan for Towns over the next 3 years to fund the Town Board’s 3-year Investment Plan. It is stated that Funding can be spent in a flexible way which best suits the specific requirements of the town. It is envisaged that further investment to deliver the Long-Term Plan vision beyond the first 3 year period will require a new Investment Plan to be prepared. 6.3 The revenue part of the fund can be used to support the capital investment for the duration of the long term plan for towns fund and the Council’s support to the Town Board decision making processes and wider administration. Where an intervention would commit the local authority to future expenditure beyond the fund (for example ongoing maintenance of a new leisure facility), Town Boards must engage with local authorities and ensure that this is agreed. 6.4 Subject to approval of this report, officers from Regulatory and Regeneration will commence procurement of external consultants to provide expertise required to develop the Long-Term and Investment Plans. 7 Risk Analysis Page 16
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7.1 Timescales to set up the Town Board and develop the Long-Term Plan are challenging however if they are not achieved, funding will be delayed. 8 Equalities Impact Assessment 8.1 An EIA has been carried out and is appended. 9 Environmental Sustainability 9.1 It will be a priority to take a ‘zero carbon’ approach to project selection and to reflect the aims of the Council’s Climate Change Strategy. 10 Consultation 10.1 The Long-Term Plan and 3 year Investment Plan will be developed by the Town Board in consultation with the local community and it will reflect their priorities. Previous engagements with the wider community from the Development Framework and charrette processes will be taken on board. 11 Strategic Assessment 11.1 The Council has agreed its five main strategic priorities for 2022 – 2027. The Place Based Investment Programme is consistent with the following objectives: • Our neighbourhoods are sustainable and attractive. • Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish. • Our residents are engaged and empowered. Chief Officer: Alan Douglas Service Areas: Regulatory &Regeneration Date: 24 January 2024 ________________________________________________________________ Person to Contact: Gillian McNamara Appendices: Appendix One: EIA Background Papers: Clydebank Town Centre Development Framework, September 2021 Page 17
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Wards Affected: Clydebank Wards Page 18
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AssessmentNo 871 Owner brmccolgan Resource Regeneration, Environment and Growth Service/Establishment Regeneration First Name Surname Job title Head Officer Alan Douglas Chief Officer (include job titles/organisation) Members Brian McColgan Business Support Officer Gillian McNamara Economic Development Manager Magda Swider Regeneration Co-ordinator Gillian Scholes Business Support Co-oerdinator (Please note: the word 'policy' is used as shorthand for stategy policy function or financial decision) Policy Title Clydebank – Long Term Plan for Towns Fund The aim, objective,purpose and intended out come of policy Clydebank has been awarded £20m of UK government funding to improve the town, to be known as the Clydebank Town Fund. This will involve establishing a Town Fund Board. The Board will then engage with local stakeholders, including the Council, to develop a 10 year plan for spending the £20m in line with UK Government regulations. The bulk of the funding should be spent on infrastructure/physical regeneration activities. The first step is to find someone to chair the Board. UK Government guidance states that this person should be “an independent chair, invited by the local authority considering who is best placed to convene partners and is a respected figure in the community with an obvious passion for the place.” Hence the aim of this policy initially is to invite someone to become Chair of the Clydebank Town Fund Board. The Chair will then, with the support of the Council, seek to appoint Board Members. Membership must include local elected member(s), local MP and senior representative of Police Scotland. It can also include representation from a wide range of local stakeholders. e.g. community groups, local businesses, the Third Sector, local education providers, local culture/heritage groups, local Health Authorities. The UK Government then expects the Council to support the work of the Board, e.g. providing secretariat support, providing support with impact assessments of projects to deliver the 10 year Plan and ensuring compliance with Council and UK Government financial, regulatory and administrative regulations. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Chief Executive, relevant Chief Officers and Senior Managers. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes ITEM 7 - APPENDIX 1 Page 19
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Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Clydebank residents, business and community organisations. Who will be/has been involved in the consultation process? Development will include the groups noted in section 1. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Needs Evidence Impact Age Council equality outcome on increasing participation of younger people Younger people are unrepresented in decision making in Scotland We will ensure that equality elements are given due regard as this work is planned and progresses Cross Cutting The Council's Community Empowerment Strategy commits us to harnessing the strengths of community members. The Council also has a legal duty to have regard to mainstreaming equalities. We are committed to looking at how elements can interact in terms of participation Local consultation and involvement shows interest from communities in being more involved in what happens in local areas including Clydebank. Factors can and do cross cut, and it is important that community groups eventually involved represent the diversity of the area diversity We will ensure these interlinked elements are given due regard as this work is planned and progresses Disability Council equality outcome on increasing participation of disable people Disabled people are under represented in decision making in Scotland We will ensure that equality elements are given due regard as this work is planned and progresses Social & Economic Impact We need to have regard to the Fairer Scotland Duty (FSD) when looking at strategic decisions The council is committed to an inclusive approach to economic development Given the total investment of £20m over 10 years it is important that these considerations are taken into account at an early stage, as the FSD makes it clear how equalities and Socio economic factors cross cut. We will ensure that these elements are given due regard as this work is planned and progresses Sex Page 20
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Gender Reassign Health Human Rights As noted above the Council has identified increasing the involvement of young as a priority as part of its equality outcome set. additionally its is likely that the UN Convention on the Rights of the child will be incorporated into Scottish Law by July 2024. A key element of this is participation. The council is working to increase engagement with young people This work may provide opportunities for younger to be involved Marriage & Civil Partnership Pregnancy & Maternity Race Council equality outcome on increasing participation of BME groups BME people are under represented in decision making in Scotland We will ensure that equality elements are given due regard as this work is planned and progresses Religion and Belief Sexual Orientation Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 871: The ongoing work of the Town Fund should have positive impacts on a cross-cutting basis. Opportunities to advance the Council Equality Outcomes on widening participation, employing our Community Empowerment Strategy can be explored. As outlined at Section 1, the Council will support the work of the Town Fund Board and Chair, including any equality impact assessments. Page 21
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads and Neighbourhood Service IRED: 07 February 2024 ___________________________________________________________________ Subject: Collection, Haulage, Processing, Treatment & Disposal of Bulky Waste 1. Purpose 1.1 The purpose of this report is to advise Members of the award of the contract for the Collection, Haulage, Processing, Treatment & Disposal of Bulky Waste. The contract was approved on 15 December 2023 by the Chief Officer - Roads and Neighbourhoods after consulting with the Convenor of the Infrastructure, Regeneration & Economic Development Committee. 2. Recommendations 2.1 It is recommended that Members note that the contract for the Collection, Haulage, Processing, Treatment & Disposal of Bulky Waste was awarded to J & M Murdoch & Son Limited: and a) Note that the contract shall be for a period of two years with the option of a one year extension and at a value of £4,953,600 inclusive of VAT over two years and £7,430,400 inclusive of VAT should the contract be extended. The estimated commencement date of the contract is 01 January 2024. b) The approval was granted in accordance with Standing Orders Standing Order 35(b)(ii), (iii) and (iv). Due to the urgent need to ensure continuity of an essential statutory public service. “35 (b) Officers will exercise those powers referred to above in accordance with the following scheme: (ii) Delegated powers should generally not be exercised where any decision by an authorised officer would represent a departure from Council policy or procedure or would be contrary to a standing instruction of Council (or Committee), or would itself represent a significant development of policy or procedure. (iii) Such decisions will be referred to Council, or the appropriate Committee, except in the case of urgency, where the officer may, after consultation with the relevant Service Spokesperson or Convener of the appropriate Committee, exercise such delegated powers. (iv)Should such powers be exercised in urgent circumstance, a report will be submitted to the next appropriate Committee for noting. ITEM 8 Page 23
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3. Background 3.1 The Council has a statutory obligation in accordance with the Environmental Protection Act 1990 and The Waste (Scotland) Regulations 2012, to provide municipal and household waste service provision, the Council provides bulky household uplifts and large waste and recycling at civic amenity sites which requires a competent service provider to carry out the collection, haulage, processing, treatment and disposal of the bulky waste. 3.2 The overall budget for the Collection, Haulage, Processing, Treatment and Disposal Bulky of Waste has been approved as an on-going requirement at full Council as part of the annual budget setting process. 3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy document was also approved on 06 October 2023. 4. Main Issues 4.1 The Scotland Excel Dynamic Purchasing System (DPS) for the Treatment and Disposal of Recyclable and Residual Waste (27-17) Lot 11 Treatment and Disposal of Bulky Waste was identified as the optimum route to market, as 31 service providers have already gone through the European Single Procurement Document (ESPD) selection process and being listed on the DPS this will provide competition in shorter timescales for the Council whereas proceeding with a bespoke contract, open tender would take longer and duplication of effort and resources for tenderers and Council. 4.2 An invitation to tender (ITT) was published on the Public Contracts Scotland- tender on 27 October 2023. 15 potential bidders noted an interest, with four bidders submitting a response by the deadline on 06 December 2023. The four tender submissions were evaluated by representatives from Waste Services, Corporate Procurement Unit against pre-determined award criteria 4.3 The contract was awarded J & M Murdoch & Son Limited, of Neilston, Glasgow, who had provided the most economically advantageous tender. The contract shall be for a period of two years with the option of a one year extension and at a value of £4,953,600 inclusive of VAT over two years and £7,430,400 inclusive VAT should the contract be extended. 4.4 J & M Murdoch & Son Limited has committed to paying all staff as a minimum the real Living Wage (£10.90 per hour) and promotes Fair Working Practices across their organisation. The social benefits will be discussed at the implementation meeting with J & M Murdoch & Son Limited and actions to take these forward will be agreed. Page 24
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5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 The financial costs in respect of this will be met from the approved General Revenue budget of Roads and Neighbourhood - Waste Services. 6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Roads and Neighbourhood officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis 7.1 There was an imperative to award this contract urgently due to the urgent need to ensure continuity of an essential statutory public service. 7.2 J & M Murdoch & Son Limited has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. 8. Equalities Impact Assessment (EIA) 8.1 An equalities impact assessment screening was undertaken which determined a full equalities impact assessment was not required. 9. Consultation 9.1 Roads and Neighbourhood, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment 10.1 The Collection, Haulage, Processing, Treatment & Disposal of Bulky Waste will contribute to the delivery of the Council’s strategic priorities: • Our communities are resilient and thriving; • Our environment promotes a greener future; Page 25
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Name: Gail MacFarlane Designation: Chief Offer – Roads and Neighbourhoods Date: 11/01/2024 Person to Contact: Alex Grace, Senior Procurement Officer, 16 Church St, Dumbarton, G82 1QL, alex.grace@west-dunbarton.gov.uk Appendices: None Background Papers: Contract Strategy Wards Affected: All Wards Page 26
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 7 February 2023 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Budgetary Control Report 2023/24 to Period 7 (31 October 2023) 1. Purpose 1.1 This report provides an update on the financial performance to 31 October 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 £1.945m (13.91%) 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 £31.306m (42.28%) due to re-profiling. 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. Since then there have been various adjustments and some services have moved outwith the IRED remit and the revised budget is therefore now £13.985m, as follows: £m Starting Position 14.173 Staff Movements -0.132 Allocation of Income Generalisation -0.056 Revised Budget 13.985 ITEM 9 Page 27
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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 in detail with the remaining years being indicative at this stage. The total project life budget approved for projects that have either commenced or are due to commence in that period total £175.940m. 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 14 services monitored 3 are showing either a favourable or nil variance, with 11 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 £15.930m. As the annual budget is £13.985m there is currently a projected adverse variance for the year of £1.945m. 4.4 Since the budgetary control report presented at IRED committee meeting on 1 November 2023 there has been an increase in the adverse variance of £852k. The main reasons for this increase are noted below: 4.5 Further to an in-depth review of the R&N budget overspend a number of opportunities have been identified that will mitigate the impact in some way. These include the capitalisation of revenue spend where appropriate within Roads, the allocation of developer contribution to activities undertaken in Grounds and a reduction in costs in Waste within year due to an interim residual collection in place. This should result in an estimated £0.700m improvement in the projected year end outturn. Note this has not been factored into the projections detailed in this report. Service Increase (£,000) Main Reasons for Variance Roads Services 112 Increase in material costs (costs rising by about 9%) and street lighting costs due to costs inflating more than expected. Waste Services 399 Increase in tonnage costs (£271k), vehicle hire (£26k), additional spend needed for replacement bins (£31k) and employee costs due to pay award (£56k) Corporate Assets 292 Income not anticipated due to delays with Office Rationalisation project. Page 28
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Capital Budget 4.6 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 Appendix 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. 4.7 The analysis shows there is a projected in-year variance of £32.849m. This variance is mainly due to a comprehensive reprofiling exercise being carried out to review the profiling of all projects in the capital programme to better align the anticipated spend with project activity. Revised profiles will be reflected in the updated capital programme to be presented to Council at the Council Budget Meeting on 6 March 2024. 4.8 From the analysis within the appendices it can be seen there are a number of projects with identified re-profiling to date. Those with re-profiling valued at greater than £0.500m, are listed as follows: Project Name Period 7 Re-profiling (£m) Waste Transfer Station 1.780 Exxon City Deal 7.845 New West Bridgend Community Centre 0.990 Strathleven Place 1.540 Regeneration/Local Economic Development 1.911 Regeneration Fund 3.824 Clydebank Can on the Canal 0.707 District Heating Network Expansion 6.959 River Leven Flood Prevention Scheme 0.620 Gruggies Burn 0.930 Vehicle Replacement Strategy 0.500 Depot Rationalisation 1.938 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year end and progress will be highlighted in future reports to committee. Page 29
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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: 6 December 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 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 30
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 1 REVENUE BUDGETARY CONTROL 2023/24 IRED SUMMARY MONTH END DATE 31 October 2023 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 Annual RAG Status £000 £000 £000 £000 % 0 (120) 0 0 0% (601) 346 (366) 236 -39% 225 548 265 40 18% 3,014 3,496 3,430 417 14% 7,416 4,326 7,416 0 0% 194 104 278 84 43% (265) (80) (241) 24 -9% (1,101) (421) (983) 118 -11% 9,757 5,557 10,429 672 7% (2,361) 620 (2,060) 301 -13% Capital Investment Programme (5) 166 2 7 -140% 155 499 183 28 18% Depots 0 0 0 (0) -100% (2,443) 4,306 (2,423) 20 -1% 13,985 19,347 15,930 1,945 13.91% 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 Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure Page 31
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 2REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2023 PERIOD 7 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status £000 £000 £000 £000 £000 % 19,520 Employee 19,541 10,369 19,701 160 1% 4,844 Property 3,937 1,909 3,967 30 1% 5,859 Transport and Plant 4,362 2,281 4,888 526 12% 12,064 Supplies, Services and Admin 11,128 6,867 12,573 1,445 13% 9,731 Payments to Other Bodies 9,242 4,737 9,340 97 1% 1,485 Other 557 0 557 0 0% 53,504 Gross Expenditure 48,767 26,162 51,025 2,259 5% (34,992) Income (34,782) (6,815) (35,095) (313) -1% 18,512 Net Expenditure 13,985 19,347 15,930 1,945 14% £000 £000 £000 £000 £000 % 1,518 Employee 1,854 1,114 1,802 (52) -3% 65 Property 70 41 70 0 0% 40 Transport and Plant 67 39 67 0 0% 1,017 Supplies, Services and Admin 519 432 613 94 18% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 2,640 Gross Expenditure 2,510 1,626 2,552 42 2% (2,763) Income (2,510) (1,746) (2,552) (42) -2% (123) Net Expenditure 0 (120) 0 0 0% £000 £000 £000 £000 £000 % 1,831 Employee 1,855 996 1,851 (4) 0% 97 Property 99 3 93 (6) -6% 2,246 Transport and Plant 1,942 829 1,623 (319) -16% 641 Supplies, Services and Admin 509 358 644 135 26% 2 Payments to Other Bodies 0 0 (0) (1) -234% 0 Other 0 0 0 0 0% 4,817 Gross Expenditure 4,405 2,186 4,210 (195) -4% (5,008) Income (5,007) (1,840) (4,576) 431 9% (191) Net Expenditure (601) 346 (366) 236 -39% £000 £000 £000 £000 £000 % 1,092 Employee 997 542 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 4 6 2 38% 45 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,147 Gross Expenditure 1,009 548 1,014 5 0% (528) Income (784) 0 (749) 35 4% 619 Net Expenditure 225 548 265 40 18% £000 £000 £000 £000 £000 % 2,882 Employee 2,868 1,511 2,865 (3) 0% 254 Property 235 108 247 12 5% 881 Transport and Plant 577 413 842 265 46% 2,971 Supplies, Services and Admin 2,468 1,459 3,168 700 28% 941 Payments to Other Bodies 811 13 927 116 14% 0 Other 0 0 0 0 0% 7,929 Gross Expenditure 6,959 3,504 8,049 1,090 16% (4,490) Income (3,946) (7) (4,619) (673) -17% 3,439 Net Expenditure 3,014 3,496 3,430 417 14% Service Summary Annual Variance 2023/24 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services Roads Services Page 32
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2023 PERIOD 7 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 4,326 7,416 0 0% 839 Other 0 0 0 0 0% 8,688 Gross Expenditure 7,416 4,326 7,416 0 0% 0 Income 0 0 0 0 0% 8,688 Net Expenditure 7,416 4,326 7,416 0 0% £000 £000 £000 £000 £000 % 64 Employee 75 38 73 (1) -2% 156 Property 147 82 172 25 17% 0 Transport and Plant 0 0 0 0 0% 131 Supplies, Services and Admin 117 73 142 24 20% 29 Payments to Other Bodies 45 0 11 (35) -77% 0 Other 0 0 0 0 0% 380 Gross Expenditure 384 193 397 13 3% (109) Income (190) (90) (119) 71 38% 271 Net Expenditure 194 104 278 84 43% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 18 Property 28 17 32 5 16% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 442 258 442 0 0% 0 Other 0 0 0 0 0% 460 Gross Expenditure 470 275 474 5 1% (639) Income (735) (355) (715) 20 3% (178) Net Expenditure (265) (80) (241) 24 -9% £000 £000 £000 £000 £000 % 210 Employee 185 118 208 23 12% 271 Property 257 142 231 (26) -10% 0 Transport and Plant 0 0 0 0 0% 18 Supplies, Services and Admin 18 6 21 3 15% 17 Payments to Other Bodies 33 6 18 (16) -47% 0 Other 0 0 0 0 0% 516 Gross Expenditure 494 273 477 (17) -3% (1,363) Income (1,595) (694) (1,461) 135 8% (847) Net Expenditure (1,101) (421) (983) 118 -11% £000 £000 £000 £000 £000 % 3,334 Employee 3,203 1,775 3,317 114 4% 143 Property 163 42 164 1 1% 1,328 Transport and Plant 992 631 1,267 275 28% 6,258 Supplies, Services and Admin 6,736 3,823 7,012 276 4% 50 Payments to Other Bodies 22 27 27 5 23% 0 Other 0 0 0 0 0% 11,114 Gross Expenditure 11,115 6,298 11,787 672 6% (1,364) Income (1,359) (741) (1,358) 0 0% 9,750 Net Expenditure 9,757 5,557 10,429 672 7% Grounds Maintenance & Street Cleaning Client Outdoor Services Crematorium Burial Grounds Waste Services Page 33
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2023 PERIOD 7 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 % 864 Employee 959 412 872 (87) -9% 2,401 Property 1,941 1,022 1,942 1 0% 4 Transport and Plant 5 1 5 (0) 0% (19) Supplies, Services and Admin (53) 20 (50) 2 -4% 65 Payments to Other Bodies 102 29 102 0 0% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 2,955 1,485 2,871 (84) -3% (5,065) Income (5,316) (865) (4,931) 385 7% (1,750) Net Expenditure (2,361) 620 (2,060) 301 -13% £000 £000 £000 £000 £000 % 256 Employee 398 166 392 (7) -2% 0 Property 0 0 0 0 0% 0 Transport and Plant 1 0 1 0 0% 1 Supplies, Services and Admin 1 0 1 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 257 Gross Expenditure 400 166 394 (7) -2% (332) Income (405) 0 (392) 13 3% (75) Net Expenditure (5) 166 2 7 -140% £000 £000 £000 £000 £000 % 620 Employee 753 360 719 (34) -5% 489 Property 23 12 24 1 4% 2 Transport and Plant 1 0 0 (1) -100% 13 Supplies, Services and Admin 87 83 92 5 6% 618 Payments to Other Bodies 370 78 397 27 7% 0 Other 0 0% 1,743 Gross Expenditure 1,234 533 1,232 (2) 0% (976) Income (1,079) (34) (1,049) 30 3% 767 Net Expenditure 155 499 183 28 18% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 564 Property 607 363 604 (3) -1% 0 Transport and Plant 0 0 0 0 0% 10 Supplies, Services and Admin 13 (2) 13 0 3% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 575 Gross Expenditure 620 361 617 (3) 0% (574) Income (620) (361) (617) 3 0% 1 Net Expenditure 0 0 0 (0) -100% £000 £000 £000 £000 £000 % 7,081 Employee 6,393 3,337 6,602 209 3% 384 Property 367 76 389 21 6% 1,030 Transport and Plant 771 366 1,076 306 40% 1,020 Supplies, Services and Admin 707 610 911 205 29% 19 Payments to Other Bodies 0 0 0 0 0% 646 Other 557 0 557 0 0% 10,180 Gross Expenditure 8,794 4,388 9,535 741 8% (12,115) Income (11,237) (82) (11,957) (721) -6% (1,934) Net Expenditure (2,443) 4,306 (2,423) 20 -1% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets Capital Investment Programme Page 34
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 3REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Corporate Asset Maintenance 0 0 0 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (601) (366) 236 -39% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 31 October 2023 Budget Details Variance Analysis Variance Overspend anticipated at present. Transport services across WDC The cost of specialist repairs and materials/parts has increased to levels not reflected in current budgets. VTU income remains adverse (£55k) due to continuing restrictions on what MOTs are undertaken. Expenditure and income will continue to be monitored. This service delivers maintenance a services to the council's corporate property assets The forecast overspend in supplies and materials is associated with the type of work that is being undertaken. The higher spend is offset by higher recharges to client budgets. None required Breakeven position Page 35
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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 % 31 October 2023 Budget Details Variance Analysis Variance Roads Services 3,014 3,430 417 14% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Outdoor Services 194 278 84 43% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome An adverse variance is anticipated. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Plant hire costs have increased during the year to a level not foreseen when the budget was set (£268k) . Similarly, electricity and street lighting costs have increased during the year to a level not anticipated when the budget was set due to unique inflationary pressures (£289k). Miscellaneous property costs are also £12k greater than anticipated (the largest being the depot cost allocation including a higher electricity element). Payments to contractors/materials (£520k) are anticipated to be higher than anticipated when the budget was set. As a result of higher operating costs income, including capital recharges, are anticipated to be greater than budgeted (£673k) Management will continue to monitor all budget heads with a view to minimising the overspend. This service covers the outdoor sporting facilities provided by WDC and public conveniences Income from fees and charges is unlikely to be as budgeted (£71k). Other costs - principally electricity - higher than when the budget was set. Income will be monitored to establish whether there has been a downtown in demand. Overspend anticipated. Page 36
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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 % 31 October 2023 Budget Details Variance Analysis Variance Crematorium (1,101) (983) 118 -11% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,757 10,429 672 7% 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 Although there are savings on gas costs 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 , higher turnover targets and higher overtime than reflected in the budget (£114k) . Transport costs, principally hires, are greater than anticipated when the budgets were set because of delays in acquiring new vehicles (£275k). The number of tonnes going to landfill is also greater than anticipated (£271k). Page 37
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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 % 31 October 2023 Budget Details Variance Analysis Variance Corporate Assets (2,361) (2,060) 301 -13% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 155 183 28 18% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome An overspend is anticipated Income is adverse due to delays in filling staff vacancies on posts that are budgeted to be internally recharged. While these posts are vacant there is no possibility of recharging these. This is being partially offset by a favourable variance in staffing due to the same vacancies. Income and expenditure will continue to be monitored throughout the year. Promotion of regeneration activities within West Dunbartonshire Council Savings options have not been realised in respect of re letting of proposed sites, which has therefore left the Council liable. The unachieved amount of saving (£0.427m) will be funded from the smoothing fund for 2023/24. It is anticipated that the full saving will be achieved in future years. After use of the smoothing fund, a favourable variance is anticipated. Page 38
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 4MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Reduce support provided to local businesses and organisations including a reduction in officers within the Council's economic development team RR12 A Douglas 169,000 169,000 - 2 Historical Lease Review SDP06 L Slavin 55,000 55,000 - 3 Consultancy Services Reduction SDP08 G Macfarlane 82,000 82,000 - 4 Reduce Consultancy Services and Capital Investment Team SDP11 G Macfarlane 212,000 212,000 - 5 Structural Patching RN07 G Macfarlane 150,000 150,000 - 6 Environmental Trust Grant Reduction RN17 G Macfarlane 87,000 87,000 - 7 Review the charging policy for the Care of Gardens scheme or remove provision entirely RN04 G Macfarlane 211,000 211,000 - 8 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 - 9 Reduce provision of grass cutting, bin clearing, litter collection and street sweeping RN09 G Macfarlane 460,000 460,000 - 10 Electric Vehicle Charging RN13 G Macfarlane 91,000 91,000 - 1,564,000 1,564,000 - TOTAL COMPLETE STATUS: COMPLETE Page 39
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Office/ Depot Rationalisation SDP05 L Slavin 380,000 380,000 - 2 Commercialisation of Assets (Pavilions/Cafés) SDP07 L Slavin 41,000 41,000 - 3 External Consultancy Income SDP09 G Macfarlane 50,000 10,000 - 4 Review the use of Municipal Buildings to identify alternative uses or commercial opportunities SDP14 L Slavin 37,000 37,000 - 5 Review possible early closure of Clydebank Town Centre Office with employees based there relocated to alternative Council accommodation SDP15 L Slavin 108,000 108,000 - 6 Civic Waste Amenity Sites RN02 G Macfarlane 63,000 63,000 - 7 Residual Waste Optimisation RN03 G Macfarlane 138,000 138,000 - 8 Parking Enforcement RN05 G Macfarlane 100,000 100,000 - 9 Improve recycling rates through a review of the programme of residual waste collection RN10 G Macfarlane 50,000 50,000 - 10 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 - TOTAL IN PROGRESS 992,000 952,000 - 99 2,556,000 2,516,000 - TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS STATUS: IN PROGRESS Page 40
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 5GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD Spend to Date Spend to Date £000 £000 Red 38 62% 35,195 51% 38 62% 3,289 53% Amber 0 0% 0 0% 0 0% 0 0% Green 23 38% 34,036 49% 23 38% 2,904 47% 61 100% 69,231 100% 61 100% 6,193 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Reprofiling Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 PL CY 120,012 35,195 119,658 (353) 47,478 3,289 14,629 (32,849) (32,849) 0 0% -69% 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 55,929 34,036 57,267 1,338 28,169 2,904 28,169 0 0 0 2% 0% 175,940 69,231 176,925 985 75,647 6,193 42,798 (32,849) (32,849) 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 TOTAL EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Red % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Project Life Financials Current Year Financials 31 October 2023 P7 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 Page 41
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 6GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 1,150 1,150 100% 1,150 (0) 0% Current Year Financials 5 2 33% 5 0 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-22 30-Apr-23 2 Project Life Financials 349 9 3% 349 0 0% Current Year Financials 340 0 0% 0 (340) -100% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-25 3 Project Life Financials 150 150 100% 150 0 0% Current Year Financials 134 0 0% 134 (0) 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-21 31-Mar-24 4 Project Life Financials 2,375 185 8% 2,375 (0) 0% Current Year Financials 1,085 16 1% 95 (990) -91% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-22 31-Mar-25 To create new community facilities with additional space for early years provisions. Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete and final account to be agreed. Mitigating Action 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre 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 Start date anticipated in 24/25. This will be confirmed when works commence on the wider housing site. None required. Anticipated Outcome To create new community facilities with additional space for early years provisions. Planned End Date Forecast End Date Main Issues / Reason for Variance Installation complete. Utilities connection to be completed by 31st March 2024. Mitigating Action None available at this time. Mitigating Action None available at this time. Anticipated Outcome To deliver new sports changing facility. New Sports Changing Facility at Lusset Glen in Old Kilpatrick New Sports Changing Facility at Lusset Glen in Old Kilpatrick Main Issues / Reason for Variance 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. PQQ complete, and anticipate going to tender February with a site start in spring 2024. Confirmation has been received that RCGF application was unsuccessful and confirmation of capital requirements will not know until tender returns have been recieved. Mitigating Action None available at this time. Anticipated Outcome New build community facility. Anticipated Outcome To deliver new sports changing facility. New Westbridgend Community Centre New Westbridgend Community Centre Planned End Date Forecast End Date Page 42
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre5 Strathleven Place Project Life Financials 1,590 50 0 1,590 0 0 Current Year Financials 1,590 0 0 50 -1,540 (1) Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle Planned End Date 31-Mar-22 31-Mar-25 Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 6 Project Life Financials 61 4 6% 61 (0) 0% Current Year Financials 58 1 1% 1 (57) -99% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-25 Mitigating Action None Required. Anticipated Outcome Works to be undertaken in 24/25 Installation of Solar PV at Clydebank Leisure Centre Installation of Solar PV at Clydebank Leisure Centre. Planned End Date Forecast End Date Main Issues / Reason for Variance 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. Forecast End Date This project is linked to Glencairn House and Depot Rationalisation and will free up the current museum store and office space in Poplar Road. Opportunities exist to attract external funding. Detailed design work ongoing for Glencairn House. None available at this time Project delivered on budget with required specifications Re-development of Strathleven. Page 43
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre7 Project Life Financials 20 20 100% 20 0 0% Current Year Financials 7 1 19% 7 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 8 Project Life Financials 290 63 22% 290 0 0% Current Year Financials 227 0 0% 0 (227) -100% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 9 Project Life Financials 5,064 1,616 32% 4,527 (538) -11% Current Year Financials 2,933 146 5% 1,022 (1,911) -65% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-25 10 Project Life Financials 16,155 5,172 32% 13,997 (2,158) -13% Current Year Financials 4,098 21 1% 274 (3,824) -93% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-25 11 Project Life Financials 1,927 1,617 84% 1,927 0 0% Current Year Financials 1,147 0 0% 837 (310) -27% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 Main Issues / Reason for Variance Expect full spend before 31 March 2024. Mitigating Action None required. Anticipated Outcome Delivery of project with full budget spend. Replace failed heating controls/valves & recommission Replace failed heating controls/valves & recommission. Planned End Date Forecast End Date Regeneration/Local Economic Development Budget to facilitate the delivery of Regeneration throughout West Dunbartonshire, aligned to the Economic Strategy. Planned End Date Forecast End Date Mitigating Action Liaising with Leisure to see if opportunity to carry works between Dec and March . Appoint new external structural engineer to provide SER. Anticipated Outcome 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 initiated this financial year with AHU works completed next financial year. Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Measures to be installed at both Meadow Centre & Vale of Leven Swimming Pool; new pool hall Air Handling Units, upgrade lighting, circulating pumps Vale of Leven Swimming Pool, internal and external lighting and draught proofing. Planned End Date Forecast End Date Main Issues / Reason for Variance Expecting full spend prior to 31 March 2024. Other priority projects have contributed to delay. Also require to appoint structural engineer to progress report and it is anticipated that this will be undertaken in the near future. Regeneration Fund Funding to implement major regeneration projects linked to community charrettes. Planned End Date Forecast End Date Main Issues / Reason for Variance Progress being made by Malin Group with expenditure of Clyde Mission funding at the Scottish Marine Technology Park. Remaining projects are multi-year. Main Issues / Reason for Variance LED budget is invested across our town centres and strategic sites and is used to develop and implement projects as well as providing match funding to lever in external funding. During 2023/2024 the key projects to be developed and delivered include a Alexandria Town Centre Masterplan projects (Smollet Fountain, Green heritage Corridors). Some projects including Arc of Attraction related projects in Dumbarton Development Framework projects in Clydebank as well and the new Activity Centre will be progressed in 24/25. Many regeneration projects are subject to factors outwith Council control and close monitoring of the programming is required. A contingency is included for increasing costs and new funding opportunities. Mitigating Action none required Anticipated Outcome projects delivered on time and on budget Planned End Date Forecast End Date Main Issues / Reason for Variance Projects continue to be progressed.23/24 allocation will be distributed as capital grants. Mitigating Action None required at this time Mitigating Action None required Anticipated Outcome Projects delivered on time and on budget 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. Anticipated Outcome Projects delivered on budget Page 44
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre12 Project Life Financials 747 40 5% 747 0 0% Current Year Financials 707 0 0% 0 (707) -100% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Dec-22 30-Jun-24 13 Project Life Financials 320 134 42% 320 0 0% Current Year Financials 221 0 0% 35 (186) -84% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 30-Jun-24 14 Project Life Financials 11,220 406 4% 11,220 (0) 0% Current Year Financials 7,209 312 4% 250 (6,959) -97% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 15 Project Life Financials 449 307 68% 492 44 10% Current Year Financials 446 10 2% 260 (186) -42% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31/09/2024 16 Project Life Financials 50 37 73% 50 (0) 0% Current Year Financials 13 0 0% 13 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 Main Issues / Reason for Variance Kier is appointed to design and deliver the Activities Centre at Clydebank Town Centre. Design of the project is underway and a commencement date for construction will be 2024. Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget Clydebank Can On The Canal New activities centre in Clydebank Town Centre. Planned End Date Forecast End Date District Heating Network Expansion District Heating Network Expansion. Planned End Date Forecast End Date Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget Levelling Up Capacity Successful LUF applications that meet UK Government's over-riding objective of Levelling Up and transformational regeneration. Planned End Date Forecast End Date Main Issues / Reason for Variance This capacity funding was awarded by UK Government to assist with development of LUF bids. WDC will be awarded LUF and the capacity funding will be used to fund consultancy work associated with current and future LUF projects development. Planned End Date Forecast End Date Main Issues / Reason for Variance Works Progressing Mitigating Action None required at this time. Allotment Development To develop an allotment site. 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 Network expansion to Golden Jubilee is discussed at every District Heating Project Board Anticipated Outcome Project to be delivered on programme and within budget once it has been fully set. Main Issues / Reason for Variance Project Underway Mitigating Action None available at this time Anticipated Outcome Sustainable burial environment for local residents. Anticipated Outcome Additional allotments delivered within budget Kilmaronock Cemetery Expansion Expansion of existing cemetery at Kilmaronock. Planned End Date Forecast End Date Page 45
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre17 Project Life Financials 250 0 0% 250 0 0% Current Year Financials 250 0 0% 0 (250) -100% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 18 Project Life Financials 3,576 5,348 150% 5,348 1,772 50% Current Year Financials 864 907 105% 907 43 5% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 19 Project Life Financials 817 588 72% 817 (0) 0% Current Year Financials 529 0 0% 300 (229) -43% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 20 Project Life Financials 200 200 100% 200 0 0% Current Year Financials 210 0 0% 200 (10) -5% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 21 Project Life Financials 739 259 35% 739 (0) 0% Current Year Financials 380 30 8% 200 (180) -47% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-28 31-Mar-28 Mitigating Action None required at this time. Anticipated Outcome 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 down of budget from the generic sports facilities budget line. Cemetery Extension, North Dalnotter Cemetery Extension, North Dalnotter Planned End Date Forecast End Date Main Issues / Reason for Variance North Dalnotter will now be delivered in financial year 24/25 Vale of Leven Cemetery Extension Extension of existing cemetery in Vale of Leven. Planned End Date Forecast End Date Main Issues / Reason for Variance Project will be completed Summer 2024 Anticipated Outcome New sports Hub delivered Planned End Date Forecast End Date Main Issues / Reason for Variance Scottish Water connection now complete. Programme to completion being finalised by Contractor, anticipated February 24 Mitigating Action None available at this time Planned End Date Forecast End Date Main Issues / Reason for Variance External funding confirmed and design commencing. Mitigating Action None required. Mitigating Action None available at this time. Anticipated Outcome Extension to existing cemetery providing a sustainable burial environment. East End Park Resurfacing Resurfacing of 3G pitch at East End Park. Main Issues / Reason for Variance Tender documentation complete, commencement programmed February 24. Mitigating Action None required at this time. Anticipated Outcome Renewal of play parks Anticipated Outcome Resurfacing of 3G pitch at East End Park. Play Parks Grant Funding Renew and replace play park equipment Planned End Date Forecast End Date Page 46
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre22 Project Life Financials 210 10 5% 190 (20) -10% Current Year Financials 200 0 0% 10 (190) -95% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 31-Mar-25 23 Project Life Financials 217 3 1% 217 0 0% Current Year Financials 214 0 0% 0 (214) -100% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 24 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-24 31-Mar-24 25 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 26 Project Life Financials 237 166 70% 237 0 0% Current Year Financials 237 166 70% 237 (0) 0% Project Description Project Manager Raymond Walsh/ Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Mitigating Action None required at this time. Anticipated Outcome Balloch Mountain Bike Track Balloch Mountain Bike Track Develop a mountain bike skills trail at Balloch Castle Country Park. Planned End Date Forecast End Date Main Issues / Reason for Variance Design undertaken this financial year. Auld Street Clydebank - Bond 00 January 1900 Planned End Date Forecast End Date Mitigating Action None available at this time. Anticipated Outcome To improve journey times and reliability of bus services. 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. Planned End Date Forecast End Date Main Issues / Reason for Variance External Funding bid submitted by City Region to Scottish Government. If successful Officers will be informed of quantum of funding available for project delivery Planned End Date Forecast End Date Main Issues / Reason for Variance Moss O' Balloch charging points installed 22/23 awaiting commissioning by Scottish Power. Further locations identified for installation. Mitigating Action None required at this time. Electrical Charging Points - Rapid Charge Funding has been awarded from Transport Scotland for the Installation of electrical charging points 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 None available at this time. Anticipated Outcome To complete remaining civil works required. Main Issues / Reason for Variance Ongoing works will be completed by 31/3/24. Mitigating Action None required at this time. Anticipated Outcome Project should be complete within budget. Anticipated Outcome 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 Page 47
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre27 Project Life Financials 500 18 4% 500 0 0% Current Year Financials 500 18 4% 350 (150) -30% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 28 Project Life Financials 800 181 23% 800 0 0% Current Year Financials 620 0 0% 0 (620) -100% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-26 29 Project Life Financials 15,053 1,054 7% 15,053 (0) 0% Current Year Financials 1,530 0 0% 600 (930) -61% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-27 30 Project Life Financials 1,700 1,207 71% 1,700 0 0% Current Year Financials 693 0 0% 200 (493) -71% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-26 31-Mar-27 31 Project Life Financials 4,300 4,300 100% 4,300 (0) 0% Current Year Financials 138 4 3% 138 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 32 Project Life Financials 1,000 500 50% 1,000 0 0% Current Year Financials 1,000 0 0% 500 (500) -50% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Mitigating Action None required at this time. Anticipated Outcome Projects should be complete within budget. River Leven Flood Prevention Scheme River Leven Flood Prevention Scheme. Flood Prevention Various flood prevention projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Various Flood Prevention Projects being undertaken with limited uptake on property protection scheme. Gruggies Burn Flood Prevention Commission of Gruggies Flood Prevention Scheme. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design underway. Design will be completed 24/25 Anticipated Outcome Project should be completed within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Awaiting outcome of Scottish Government & SEPA consideration of submitted study . Mitigating Action None required at this time. Anticipated Outcome To provide an improved A813. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design ongoing and will determine programme of delivery. Mitigating Action None required at this time. Mitigating Action None available at this time. Anticipated Outcome Project should be completed within budget. A813 Road Improvement Phase 1 A813 Road Improvement Phase 1. Vehicle Replacement Strategy Replacement of refuse collection vehicles. Mitigating Action None available at this time. Anticipated Outcome Project will enhance the A814 through Clydebank. Clydebank Charrette, A814 Clydebank Charrette, A814 Planned End Date Forecast End Date Main Issues / Reason for Variance Works complete and on maintenance period - retention payment due prior to March 2024. Anticipated Outcome Replacement of refuse collection vehicles. Planned End Date Forecast End Date Main Issues / Reason for Variance Bin lorries ordered and build slot allocated this financial year. Expected March 24 Mitigating Action None available. Page 48
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre33 Project Life Financials 3,314 455 14% 3,314 0 0% Current Year Financials 3,314 455 14% 3,000 (314) -9% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 30-May-24 34 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 35 Project Life Financials 1,980 200 10% 1,980 0 0% Current Year Financials 1,980 0 0% 200 (1,780) -90% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Dec-25 36 Project Life Financials 60 44 73% 49 (11) -19% Current Year Financials 16 5 30% 5 (11) -70% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 Vehicle Replacement Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles, 10 year light vehicles). Planned End Date Forecast End Date Purchase of gritters Purchase of gritters. Planned End Date Forecast End Date Main Issues / Reason for Variance Gritters received Main Issues / Reason for Variance Vehicles have been ordered including bin lorries, sweepers and tractors. It is anticipated budget will be fully spent. Mitigating Action None Required. Anticipated Outcome Replacement of fleet within budget. Anticipated Outcome Project delivered within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design ongoing Mitigating Action None Required. Mitigating Action None available at this time. 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. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. 2022/23 GRANT OFFER FOR ELECTRIC VEHICLE INFRASTRUCTURE 2022/23 GRANT OFFER FOR ELECTRIC VEHICLE INFRASTRUCTURE Planned End Date Forecast End Date Main Issues / Reason for Variance Project in progress. Page 49
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Dalmonach CE Centre37 Project Life Financials 33,491 7,946 24% 34,049 558 2% Current Year Financials 11,845 1,179 10% 4,000 (7,845) -66% Project Description Project Manager Patricia Rowley Chief Officer Gail McFarlane Project Lifecycle 31-Mar-27 31-Mar-27 38 Project Life Financials 8,535 645 8% 8,535 (0) 0% Current Year Financials 2,238 17 1% 300 (1,938) -87% Project Description Project Manager Michelle Lynn/Craig Jardine Chief Officer Gail McFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Forecast End Date Mitigating Action None available at this time Anticipated Outcome Deliver project outcomes within agreed budget Depot Rationalisation Depot Rationalisation. Planned End Date Forecast End Date Main Issues / Reason for Variance Committee approval given to upgrade and improve depots. Project delivery will be phased, work underway to determine phasing of spend and scope. 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. Mitigating Action None Required Anticipated Outcome Delivery of the project on time and within the increased budget Exxon City Deal As part of the City Deal project the WDC Exxon site at Bowling regeneration with alternative A82 route included. Planned End Date Page 50
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WEST DUNBARTONSHIRE COUNCIL ITEM 9 - APPENDIX 7GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 2,230 2,222 100% 2,230 0 0% Current Year Financials 2,230 731 33% 2,230 0 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-24 2 Project Life Financials 87 79 91% 79 (8) -9% Current Year Financials 79 68 86% 79 0 0% Project Description Project Manager Steven Milne Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 3 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 Anticipated Outcome Credit note received and project closed Planned End Date Forecast End Date Main Issues / Reason for Variance This project has been completed. However a credit is outstanding and should be received this financial year. Mitigating Action Officers will continue to peruse the credit note Zero Carbon Zero Carbon Anticipated Outcome Projects delivered to required specifications Building Upgrades and H&S - lifecycle & reactive building upgrades Lifecycle and reactive building upgrades. Planned End Date Forecast End Date Anticipated Outcome Replace existing main hall Air Handling unit at Clydebank Town Hall. Planned End Date Forecast End Date Main Issues / Reason for Variance Works are currently being undertaken to upgrade controls in Clydebank Town Hall. Mitigating Action None Required. Replace existing main hall Air Handling unit at Clydebank Town Hall Replace existing main hall Air Handling unit at Clydebank Town Hall. 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Main Issues / Reason for Variance Works progressing Mitigating Action None required at this time Page 51
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % Building Upgrades and H&S - lifecycle & reactive building upgrades 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 4 Project Life Financials 22,213 22,100 99% 22,100 (113) -1% Current Year Financials 19,984 1,596 8% 19,984 0 0% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-25 31-Mar-25 5 Project Life Financials 478 0 0% 478 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 6 Project Life Financials 221 221 100% 221 0 0% Current Year Financials 8 7 87% 8 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 03-Apr-21 31-Mar-24 7 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 8 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 Main Issues / Reason for Variance Projects identified with a number commenced. Mitigating Action None required at this time. Anticipated Outcome completion of project on time and on budget Anticipated Outcome Large bins provided for high traffic areas Nature Restoration Fund Nature resource for Faifley Community Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete. Mitigating Action None required at this time. Large bins for high traffic areas (pilot) Supply and install extra large litter bins as a pilot project within hotspot problem areas. Main Issues / Reason for Variance Project works complete. Retentions to be paid. Mitigating Action None required at this time. Anticipated Outcome New all weather tennis courts. Sports Facilities Upgrades - Argyll Park - Construction of 3 All Weather Tennis Courts Project is part of wider investment in sporting facilities and is dependent on match funding from Sports Scotland. Agreement in principle to wider WDC strategic priorities. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome Better access with parks, cemeteries and open spaces. Public non-adopted paths and roads Upgrades to drainage and lighting to enhance the lifespan of paths and roads within facilities in public parks, cemeteries and civic spaces. Planned End Date Forecast End Date Main Issues / Reason for Variance Full budget committed Anticipated Outcome Projects delivered on budget Planned End Date Forecast End Date Main Issues / Reason for Variance Artizan Masterplan approved by IRED in Nov 2023, deigns progressing as planned. Mitigating Action None available at this time LUF Year one LUF spend includes acquisition cost of Artizan Centre, and design development for Glencairn House and Connecting Dumbarton Page 52
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % Building Upgrades and H&S - lifecycle & reactive building upgrades 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 9 Project Life Financials 561 0 0% 561 0 0% Current Year Financials 561 0 0% 561 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 10 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-24 31-Mar-24 11 Project Life Financials 2,277 1,447 64% 1,447 (830) -36% Current Year Financials 650 0 0% 650 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 12 Project Life Financials 24,658 5,198 21% 27,224 2,565 10% Current Year Financials 2,195 35 2% 2,195 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 13 Project Life Financials 84 7 8% 84 0 0% Current Year Financials 84 7 8% 84 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Anticipated Outcome Intention is to complete works within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Ongoing lighting works to be completed by 31/3/24. Mitigating Action None available at this time. Mitigating Action None required at this time. Anticipated Outcome Intention is to complete various surfacing works by the end of March 2024. Street lighting and associated electrical infrastructure WDC is responsible for the maintenance of 18,000 street lighting columns and associated illuminated signs and bollards. This budget is required for this infrastructure. Infrastructure - Roads Infrastructure - Roads. Planned End Date Forecast End Date Main Issues / Reason for Variance Roads Operations have completed an extensive surfacing program and measurement claims received have been processed. A programme of structural patching is ongoing. Main Issues / Reason for Variance For Bus Infrastructure a program of works Is being developed. For A8014 Kilbowie Rd works are being planned awaiting further feedback from Utilities, For A814 Congestion measures further development & expansion of vehicle detection systems and for Balloch P & R Consultants are appointed, agreement in principal with Network Rail & further investigatory works are planned. Mitigating Action None required at this time. Anticipated Outcome Improve accessibility to Public Transport and improve journey time reliability. FALSE Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome Traffic calming to be installed in Dumbarton East. Turnberry Homes - traffic calming/ management at Turnberry housing development off Castle Road Funding has been received from Turnberry Homes and will be used to introduce traffic calming and traffic management measures to mitigate the impact of additional traffic accessing the housing development off Castle Road, Dumbarton. Planned End Date Forecast End Date Main Issues / Reason for Variance Speed Humps to be programmed. Anticipated Outcome To improve connectivity and enhanced Cycling routes within West Dunbartonshire. Planned End Date Forecast End Date Main Issues / Reason for Variance Works for a footway/cycleway improvement at Bellsmyre Avenue are now complete. Dropped kerbs at various locations are underway. Proposed further works to cycleways due to commence late 2023. Mitigating Action None required at this time. Cycling, Walking and Safer Streets Introduction of enhanced walking routes and traffic calming schemes to introduce safer streets within West Dunbartonshire. Page 53
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % Building Upgrades and H&S - lifecycle & reactive building upgrades 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 14 Project Life Financials 97 97 100% 97 (0) 0% Current Year Financials 29 20 70% 29 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 15 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 16 Project Life Financials 81 80 99% 81 0 0% Current Year Financials 75 9 12% 75 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 17 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 18 Project Life Financials 1,000 1,000 100% 1,000 0 0% Current Year Financials 878 388 44% 878 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Mitigating Action None required. Anticipated Outcome Improvement to pavements. Pavement improvements Various pavement improvement projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Footway resurfacing works in Longden street (Whitecrook), Sycamore Drive (Parkhall) & Beechwood Drive are complete with further projects to be programmed. Main Issues / Reason for Variance Upgrade of obsolete equipment will be completed by 31/3/24. Mitigating Action None required. Anticipated Outcome To upgrade traffic signals. Anticipated Outcome To purchase equipment. Traffic Signal Upgrades Upgrade Traffic Signals Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance New plant has been purchased. Mitigating Action None required. Roads Plant Purchase of Roads plant and equipment. Main Issues / Reason for Variance New funding which will be allocated to appropriate projects. Mitigating Action None required at this time. Anticipated Outcome Projects delivered on time and on budget Roads Safety Roads Safety Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design underway. Design will be completed 24/25 Mitigating Action None available at this time. Anticipated Outcome Intention is to complete works within budget. Depot Improvement Works Improvement of WDC Roads Depot. Planned End Date Forecast End Date Page 54
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % Building Upgrades and H&S - lifecycle & reactive building upgrades 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 19 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-24 20 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 21 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 Main Issues / Reason for Variance Project underway Mitigating Action None Required. Anticipated Outcome Project delivered within budget. 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 Planned End Date Forecast End Date Main Issues / Reason for Variance New Funding - Project in progress. Mitigating Action None Required. Smarter Choices Smarter Choices, Smarter Places Main Issues / Reason for Variance Complete Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Replacement of compactors at Dalmoak civic amenity site The purchase of 2 compactors for the Council civic amenity site at Dalmoak. Planned End Date Forecast End Date Page 55
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % Building Upgrades and H&S - lifecycle & reactive building upgrades 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 22 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-25 23 Project Life Financials 59 59 100% 59 0 0% Current Year Financials 59 43 74% 59 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Anticipated Outcome Project delivered within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Project Complete Mitigating Action None Required. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Whitecrook Tennis Court Up-grade Whitecrook Tennis Court Up-grade Park Improvements and Multi Games Area - Goldenhill Park Park Improvements and Multi Games Area - Goldenhill Park Planned End Date Forecast End Date Main Issues / Reason for Variance MUGA due for commencement in February and environmental improvements complete Page 56
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 7 February 2024 ___________________________________________________________________ Subject : Sale of 53A George Street, Bonhill G83 9JQ 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to dispose of 53A George Street, Bonhill (the property) to Sava Estates Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the disposal of 53A George Street to Sava Estates Ltd. for £27,601. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The property was previously let to an artist who used the property as a studio until May 2023. 3.2 An operational decision was taken to market the property for sale rather than lease as the Council do not own any adjoining properties. 4. Main Issues 4.1 The property is wholly owned by the Council and is currently unused and surplus to the requirements of any Council service. 4.2 The property was extensively marketed For Sale during October and November 2023. Marketing details were prepared (Appendix 1). 4.3 The property’s availability was listed on the Council’s website and social media and also on the main commercial property marketing websites. Details were also circulated to commercial property agents, local solicitors, and business development bodies. ITEM 10 Page 57
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4.4 A closing date was set for receipt of informal offers of 6 December 2023. Five offers were received ranging from £10,000 to £27,601 with Sava Estates Ltd. submitting the highest offer. 4.5 The offer from Sava Estates Ltd. is subject only to standard commercial conditions. It is currently unknown what the future intended use of the property will be. 4.6 It is anticipated that the transaction will settle prior to 31 March 2024. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £27,601 and no longer have to incur revenue costs for managing and maintaining the property including utility costs. 6.2 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. There is a risk of the sale not proceeding due to any emerging issues during the due diligence process. This is standard for any disposal transaction. 8. Environmental Sustainability 8.1 Any redevelopment or 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. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regulatory Services and Planning. Page 58
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11. Strategic Assessment 11.1 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Laurence Slavin Chief Officer: Resources Date: 8 January 2024 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 59
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ITEM 10 - APPENDIX 1: FOR SALE: WORKSHOP / DEVELOPMENT OPPORTUNITY 53A GEORGE STREET, BONHILL, ALEXANDRIA, G83 9JQ LOCATION The town of Alexandria is situated approximately 17 miles north west of Glasgow City Centre, within the ‘Vale of Leven’. Access to the M8 national motorway network can be gained via the Erskine Bridge or the Clyde Tunnel. The subject property is located on the east side of George Street, Bonhill. The surrounding area is predominantly residential in character. DESCRIPTION The subjects comprise a single storey workshop building with a pitched roof and a pedestrian access door to the front. The building sits on a level site which is fenced. The building has an electricity and mains water supply. No warranty will be provided regarding the condition of these services and prospective purchasers will require to satisfy themselves as to the suitability of these utilities. Page 60
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Internally the building is divided into a storage/ workshop area to the front with a rear kitchen and toilet area. The building itself is in a poor state of repair and no reports will be provided concerning the condition of the building. ACCOMODATION Net Internal Area is as follows: Ground Floor: 51.47 sqm ( 554 sq ft) or thereby. SITE AREA The site area extends to 216 sqm or thereby RATEABLE VALUE The property is entered in the Valuation Roll at NAV/RV (2023) at £1,450 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 PLANNING We are advised that the property is within a residential area/existing neighbourhood as defined by the adopted local plan and proposed local development plan. Residential or community use would be the most compatible uses in this area. A small retail store (but not a hot food take-away) could also be an acceptable use subject to gaining the appropriate planning consent. Interested parties are advised to contact Planning and Building Standards at West Dunbartonshire Council. TEL: 0141 951 7930 to discuss any proposals they might have for the property. Email: development.management@west-dunbarton.gov.uk ENTRY Immediate entry is available. VAT The property is not elected for vat. 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: davidjohnston0366@gmail.com Page 61
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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.” Date prepared: November 2023 Page 62
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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 : 53A George Street, Bonhill Scale : 1:1200Date : 31/10/2023 Map Ref : NS39879EMap No : AM731 GEORG 5557 2 53a 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 : 53A George Street Bonhill Scale : 1:200Date : 31/10/2023 Map Ref : NS3979SEMap No : AM731 Page 63
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 7 February 2024 ___________________________________________________________________ Subject: Sale of 7 Bank Street, Alexandria G83 0NG 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to dispose of 7 Bank Street, Alexandria (the property) to Daveed Malik. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the disposal of 7 Bank Street, Alexandria to Daveed Malik for £40,144. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The property was previously let as a newsagent and then as an Artist studio. The lease expired in May 2023. 3.2 The Property was marketed for lease but no interest was received. 4. Main Issues 4.1 The property is wholly owned by the Council and is currently unused and surplus to the requirements of any Council service. 4.2 The property was extensively marketed For Sale during July and August 2023. Marketing details were prepared (Appendix 1). 4.3 The property’s availability was listed on the Council’s website and social media and listed on the main commercial property marketing websites. Details were also circulated to commercial property agents, local solicitors, and business development bodies. ITEM 11 Page 65
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4.4 A closing date was set for receipt of informal offers of 25 October 2023. Four offers were received ranging from £17,711 to £40,144 with Daveed Malik submitting the highest offer. 4.5 The offer from Daveed Malik is subject only to standard commercial conditions. The prospective purchaser intends to renovate the shop and continue to lease it out as a retail unit. 4.6 It is anticipated that the transaction will settle prior to 31 March 2024. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £40,144 and no longer have to incur revenue costs for managing and maintaining the property including utility costs. 6.2 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. There is a risk of the sale not proceeding due to any emerging issues during the due diligence process. This is standard for any disposal transaction. 8. Environmental Sustainability 8.1 Any 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. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regulatory Services and Planning. Page 66
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11. Strategic Assessment 11.1 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Laurence Slavin Chief Officer: Resources Date: 8 January 2024 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 67
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ITEM 11 - APPENDIX 1: FOR SALE: COMMERCIAL UNIT 7 BANK STREET, ALEXANDRIA G83 0NG LOCATION The town of Alexandria is situated approximately 17 miles north west of Glasgow City Centre, within the ‘Vale of Leven’. Access to the M8 national motorway network can be gained via the Erskine Bridge or the Clyde Tunnel. The subject property is located on the east side of Bank Street close to the junction with Main Street. The adjoining property is occupied by the Fountain Tavern Public House. Other nearby occupiers include Vale Credit Union, The Paint Pot, Fountain Hairdressers and Mei Beauty . The attached plan shows the exact location. DESCRIPTION The subjects comprise a ground floor lock up unit being part of the ground floor of a traditional tenement building. There is ample parking in close proximity to the unit. ACCOMODATION Net Internal Area is as follows: Ground Floor: 27.93 sqm ( 300 sq ft) Page 68
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RATEABLE VALUE The property is entered in the Valuation Roll at NAV/RV (2023) at £3,250 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 PLANNING We are advised that Classes 1 & 2 would be appropriate uses for the property. Interested parties are advised to contact Planning and Building Standards at West Dunbartonshire Council. TEL 0141 951 7930 to discuss any proposals they might have for the property. Email: development.management@west-dunbarton.gov.uk COMMON CHARGES The owner will be responsible for their share of the common buildings insurance and for common repairs to the tenement building of which the property forms part. The share applicable to the subject property is 7.38%. ENERGY PERFORMANCE CERTIFICATE The property has a rating of “G” ENTRY Immediate entry is available. VAT The property is not elected for vat. 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: davidjohnston0366@gmail.com Page 69
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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 : 130-140 Main Street, Alexandria Scale : 1:1250Date : 16/05/2017 Map Ref : NS3980SWMap No : AM281 70 38 130 144 72 22.0m 43 44 114 60 25 2 11 22 MAIN STREET SUSANNAH STREET BANK STREET 5 46 to 50 115 Posts MC ALISTER ROAD 102 7 76 Garage 110 132 CREVEUL COURT 95 115 108 134 149 107 1 45 47 43 20.3m 109 74 Sub Sta 2 45 4 to 10 109 105 146 Car Park 21.8m 18.8m Bank 64 124 78 1 123 111 to 135 Bank Play Area Hall 145 138 3 5 125 107 51 PO 36 136 El Play Area 98 100 113 62 72 117 to 116 14 66 to 78 Medical Centre 6 106 93 Car Park 4 3 127 to 133 3 Library 27 127 129 120 121 21.6m PH Car Park 97 121 NORTH STREET to 39 80 72 12 TCBs 10 89 37 84 52 126 111 PH 68 8 PCs Oakbank 39 88 El Sub Sta 99 to 105 76 86 24 140 6 1 to 34 72 DW s Car Park LB 5 49 118 to 128 7 2 10 9 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 : 7 Bank Street, Alexandria Scale : 1:1250Date : 16/05/2017 Map Ref : NS3980SWMap No : AM281 Page 71
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 7 February 2024 ___________________________________________________________________ Subject: Sale of land adjacent to 193 Dumbarton Road, Clydebank 1. Purpose 1.1 The purpose of this report is to seek approval for the sale of land at Dumbarton Road, Clydebank to David Hamilton (private individual). 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the sale of the land to David Hamilton at a price of £30,000. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The land comprises open space which is wholly owned by the Council, is currently unused and is not required by the Council for its purposes. 4. Main Issues 4.1 The land is of triangular shape with frontage to Dumbarton Road (A814), Clydebank as shown in Appendix 1. The land is bounded on its north-eastern boundary by commercial premises at 193 Dumbarton Road. 4.2 Asset Management were approached by Mr Hamilton for him to purchase the land from the Council. Mr Hamilton has offered to purchase the land at price of £30,000. 4.3 It is understood the Council looked in to marketing this land for sale a number of years ago. However, we believe it was established at the time there is a Scottish Water water/sewage underground pipe which dissects the site therefore it is understood any meaningful construction on a significant section of the land is not therefore possible. Realistically, the land can only be utilised for surface level use. ITEM 12 Page 73
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4.4 Asset Management believe the price offer received from Mr Hamilton represents fair value for the land, particularly so given the anticipated difficulties in constructing on the land. The offer received is not subject to any conditions. 4.5 It is currently undecided as yet by the purchaser what the future intended use of the property will be, however, Mr Hamilton has suggested that potential use as a (surface only) dog exercise area as a service for general public use (at their cost) is being considered. 4.6 Any Planning and/or Licensing consent in respect of the purchaser’s ultimate use and/or development of the land will be incumbent on Mr Hamilton to obtain, at his sole risk and cost. 4.7 It is anticipated that the transaction will settle prior to 31 March 2024. 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 for the property in the sum of £30,000. 6.2 The Council will no longer incur resources in maintaining the property, i.e. grass cutting. 6.3 The Council will therefore generate a revenue savings in maintenance costs. 6.4 No financial outlays are required by the Council to facilitate this arrangement. 6.5 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The sale will be subject to is subject to legal due diligence. There is a risk of the sale not proceeding due to any emerging issues during the diligence and sale process. This is standard for any sale transaction. 8. Environmental Sustainability 8.2 Any development of the property will require to be in line with current building standards. 9. Equalities Impact Assessment (EIA) Page 74
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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, Greenspace and Regeneration and Regulatory. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit from savings in relation to maintenance costs in line with the budget option approved at Council in March. 11.2 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving Laurence Slavin Chief Officer: Resources Date: x January 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 6 Page 75
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¯ 0 0.03 0.05 0.08 0.1 km Reproduced by permission of Ordnance Survey on behalf of HMSO. (C) Crown copyright and database right 29/08/2023. All rights reserved. West Dunbartonshire OS Licence Number 100020790. Scale: 1:1,323@A4 29/08/2023 WDC MapWest Dunbartonshire Council 16 Church Street Dumbarton G82 1QL I T E M 1 2 - A P P E N D I X 1 Page 76
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 7 February 2024 ___________________________________________________________________ Subject: Servitude of land adjacent to Duntiglennan Fields, Duntocher 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to enter into a Servitude Agreement of land adjacent to Duntiglennan Fields, Duntocher (the land) with BDW Trading Limited, trading as Barratt West Scotland (Barratt). 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves a Servitude Agreement of the land to BDW Trading Limited, trading as Barratt West Scotland. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 Barratt are requesting a Servitude Agreement from the Council, for the purpose of installing a new underground drainage pipe, to service their adjacent site being developed at Duntiglennan Fields, Duntocher. 3.2 Detailed Planning Permission was granted to Barratt for their adjacent development site on 31 January 2023 (PPA-160-2039) for the construction of 99 new residential housing units. 3.3 A Servitude is a subordinate real right over a property (the burdened property) for the benefit of another property (the benefited property) which may be exercised by the owner of the benefited property, in this instance, the Council. 3.4 These include, for example, rights of access, rights to lay pipe(s), as in this requested instance, under (or over) the burdened property and rights to overhang the burdened property. 3.5 Servitudes run with the land and can be enforced by successors in title to the benefited property. ITEM 13 Page 77
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3.6 Following completion of the Servitude Agreement, the construction of the new underground drainage pipe will be undertaken by Barratt, at their sole cost and expense. Main Issues 4.1 The Council has been approached by Barratt to enter into a Servitude Agreement to allow them to install a new underground drainage pipe at this location, at their cost. 4.2 The land being sought from the Council for the Servitude is shown on appendix 1 and is located at Craigielea Road, Duntocher. The land is not required by the Council for any operational and/or other purposes. 4.3 The standard process Scottish Water recommend is that a developer engages to try and reach agreement with the landowner directly. Barratt have complied with this by engaging with the Council. However where a landowner is unwilling to reach an agreement and Scottish Water deem this to be unreasonable Scottish Water can grant statutory powers for laying sewer and water mains through third party land. Barratt have confirmed that, should this request be refused, they will pursue the matter under statutory powers. 4.4 For sewers, as in this instance, this comes in the form of Section 3A powers which can be served on landowners with the landowner having 56 days to accept or object to the proposal. If at the point the landowner objects then the matter will be referred to a Sheriff Court for a legal decision. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to conclude the Agreement. 6. Financial and Procurement Implications 6.1 There are no financial implications arising from this report. 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 Agreement not proceeding due to issues which arise during the due diligence process and the land may require to be retained by the Council. Page 78
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8. Environmental Sustainability 8.1 Barratt would be required to undertake any installation via the most sustainable construction technique 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. 11. Strategic Assessment 11.1 By agreeing to this proposal this will be contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Laurence Slavin Chief Officer: Resources Date: 23 January 2024 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 79
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3 3 3 3.5 3.5 SG BALLOCH-21 E G TYPE XXBALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX BALLOCH-21 E G TYPE XX DEAN-21 E G TYPE XX AS BALLOCH-21 E G TYPE XX OPP DEAN-21 E G TYPE XX AS FENTON-21 E G TYPE XX OPPDEAN-21 E G TYPE XX OPPDEAN-21 E G TYPE XX OPPFENTON-21 E G TYPE XX OPP DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS FENTON-21 E G TYPE XX AS FENTON-21 E G TYPE XX AS BALLOCH-21 E G TYPE XX AS DEAN-21 E G TYPE XX OPP FENTON-21 E G TYPE XX AS DEAN-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP Public Open Space SuDS Public Open Space Existing Planting Existing Planting V V VV V V V V V V V V V V 1 2 3 4 5 6 7 89 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 3435 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 77 76 65 66676869 70 71 72 73 74 75 787980 8182 83 84 85 86 87 88 89 90 9193 94 95 96 92 97 98 99 V V V * ** V V V V DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS FENTON-21 E G TYPE XX AS FENTON-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP G KINLOCH-21 E TYPE XX AS BALLOCH-21 E G TYPE XX OPP DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS DEAN-21 E G TYPE XX AS FENTON-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP DEAN-21 E G TYPE XX OPP FENTON-21 E G TYPE XXOPP BALLOCH-21 E G TYPE XX OPP BALLOCH-21 E G TYPE XX OPP FENTON-21 E G TYPE XX OPP CAMPBELL-21 E G TYPE XX OPP SG ** * * * * * * * * * * * DEAN-21 E G TYPE XX AS FENTON-21 E G TYPE XX AS BALLOCH-21 E G TYPE XX AS E G CRAIGEND-21 TYPE XX OPP S/S CAMPBELL-21 E G TYPE XX OPP G B GB Additional Show home Parking FENTON-21 E G TYPE XX OPP G KINLOCH-21 E TYPE XX BALLOCH-21 E G TYPE XX FENTON-21 E G TYPE XX AS Play Area Existing Dry Stone Dyke Wall to be reshaped Extent of Dry Stone Wall to be retained and re-edged Extent of Dry Stone Wall to be repurposed for enterance feature wall * * EX. SURFACE MH 0308 CL: 93.64 IL: TBC EX. FOUL MH 0304 CL: 93.59 IL: 91.67 TBC EX. SURFACE MH 0307 CL: 91.37 IL: TBC EX. FOUL MH 0303 CL: 90.68 IL: 88.18 TBC EX. FOUL MH 0305 CL: 87.71 IL: 85.21 TBC EXISTING 150Ø SURFACE W ATER TBC EXISTING 150mmØ FOUL SEW ER TBC EXISTING 150Ø SURFACE W ATER TBC EXISTING 150mmØ FOUL SEW ER TBC EX. FOUL MH 8003 CL: 78.75 IL: 77.23 TBC EX. FOUL MH 8004 CL: 76.835 IL: 75.105 TBC EXISTING 225 mmØ FOUL SEWER 1.1m DEEP SUDS BASIN, VOLUME 480m³ RELEASE RESTRICTED TO 7.5 l/s. TOP OF BASIN 96.55mAOD, INVERT LEVEL 95.45mAOD. BASIN LEVELS, VOLUME AND RELEASE SUBJECT TO CONFIRMATION OF LAYOUT AND DETAILED DESIGN. 2.0m DEEP SUDS BASIN, VOLUME 1015m³ RELEASE RESTRICTED TO 5l/s. TOP OF BASIN 95.20mAOD, INVERT LEVEL 93.20mAOD. BASIN LEVELS, VOLUME AND RELEASE SUBJECT TO CONFIRMATION OF LAYOUT AND DETAILED DESIGN. EXISTING SEWERS TO BE SURVEYED AND PROPOSED CONFIGURATION TO BE CONFIRMED FOLLOWING DETAILED DESIGN. EXISTING SEWERS TO BE SURVEYED AND PROPOSED CONFIGURATION TO BE CONFIRMED FOLLOWING DETAILED DESIGN. DISHED DEPRESSION WITH IMPERMEABLE LINER TO CONVEY OVERLAND FLOWS FROM BASIN OVERFLOW TOWARDS FARM ROAD. 375Ø 1/21 375Ø 1/87 ST ST ST ST ST ROADSIDE FILTER TRENCHES TO PROVIDE SECOND LEVEL OF SURFACE WATER TREATMENT POROUS PAVING TO PROVIDE ATTENUATION AND TREATMENT FOR SURFACE WATER RUNOFF. FLOW CONTROL AT S86 TO RESTRICT FLOW TO 2l/s. NETWORK PRIVATE UPSTREAM OF S86. FLOW CONTROL AT S83 TO RESTRICT FLOW TO 2l/s S63 CL: 76.912 IL: 75.256 S56 IL: 94.753 S55 IL: 95.076 S75 CL: 96.40 IL: 95.129 S53 CL: 97.630 IL: 95.755 S50 CL: 98.095 IL: 96.295 S49 CL: 99.733 IL: 98.008 S47 CL: 101.652 IL: 99.927 S45 CL: 105.821 IL: 104.096 S52 CL: 97.658 IL: 95.417 S51 CL: 98.936 IL: 97.10 S39 CL: 99.716 IL: 97.915 S38 CL: 100.733 IL: 98.933 S37 CL: 103.256 IL: 101.531 S35 CL: 105.441 IL: 102.446 S34 CL: 104.521 IL: 102.661 F21 CL: 105.264 IL: 101.867 F22 CL: 105.483 IL: 101.693 F23 CL: 103.288 IL: 101.081 F24 CL: 100.776 IL: 98.483F25 CL: 99.833 IL: 97.465 F26 CL: 98.979 IL: 96.65 F27 CL: 97.677 IL: 94.967 F34 CL: 77.017 IL: 75.667 F35 CL: 105.791 IL: 103.646 F36 CL: 101.609 IL: 99.477 F37 CL: 99.754 IL: 97.558 F38 CL: 98.143 IL: 95.845 F39 CL: 97.627 IL: 95.305 225Ø 1/40 150Ø 1/60 150Ø 1/60 225Ø 1/150 150Ø 1/12 225Ø 1/13 150Ø 1/16 300Ø 1/19 300Ø 1/18 150Ø 1/19 300Ø 1/21 150Ø 1/18 525Ø 1/149 450Ø 1/67 300Ø 1/23 150Ø 1/22 150Ø 1/10 225Ø 1/17 150Ø 1/17 225Ø 1/14 150Ø 1/13 225Ø 1/15 150Ø 1/14 375Ø 1/150 150Ø 1/108 150Ø 1/31 EXMH 6002 CL: 74.358 IL: 72.728 S64 CL: 75.50 IL: 73.85 OVERSIZED PIPE TO PROVIDE ATTENUATION ST F30 CL: 94.637 IL: 91.83 S61 CL: 79.817 IL: 76.904 S59 CL: 83.727 IL: 82.20 S58 CL: 84.345 IL: 83.00 F31 CL: 84.938 IL: 82.96 F32 CL: 84.066 IL: 81.80 F33 CL: 79.718 IL: 76.49 150Ø 1/10 150Ø 1/19 150Ø 1/4 150Ø 1/4 150Ø 1/110 150Ø 1/85 150Ø 1/6 G GGG G G G G G G G G G G G GG G G G G G G G G G G G G G G G S57 CL: 96.30 IL: 94.70 S79 CL: 95.50 IL: 91.598 150Ø 1/10 150Ø 1/6 525Ø 1/183F28 CL: 95.757 IL: 93.936 F29 CL: 95.808 IL: 93.452 150Ø 1/19 150Ø 1/25 EXISTING SURFACE WATER NETWORK CONFIRMED VIA SURVEY. LEVEL INFO AND POSITION TO BE CONFIRMED PRIOR TO CONSTRUCTION COMMENCING. S91 CL: 74.50 IL: 72.825 150Ø 1/73 150Ø 1/73 GG G G G G GG GG G G G G G G G S1 CL: 104.102 IL: 102.20 S2 CL: 104.658 IL: 102.143 S3 CL: 103.966 IL: 101.76 S4 CL: 100.751 IL: 98.70 S18 CL: 104.112 IL: 102.228 S19 CL: 103.024 IL: 101.161 S5 CL: 100.595 IL: 98.598 S13 CL: 104.292 IL: 102.373 S14 CL: 102.453 IL: 100.562 S76 CL: 98.266 IL: 96.148 S16 CL: 97.576 IL: 95.382 S11 CL: 94.307 IL: 92.196 S78 CL: 93.483 IL: 91.147 S86 CL: 94.205 IL: 92.537 F1 CL: 104.134 IL: 102.186 F2 CL: 104.688 IL: 102.038 F3 CL: 103.980 IL: 101.091 F4 CL: 100.782 IL: 98.448 F18 CL: 104.088 IL: 101.903 F19 CL: 102.962 IL: 100.825 F20 CL: 100.987 IL: 98.885 F5 CL: 100.616 IL: 98.217 F6 CL: 96.553 IL: 94.087 F14 CL: 104.314 IL: 102.096 F15 CL: 102.483 IL: 100.289 F16 CL: 101.803 IL: 99.636 F17 CL: 97.619 IL: 95.89 F10 CL: 94.117 IL: 92.40 F11 CL: 93.955 IL: 91.83 F12 CL: 93.845 IL: 91.722 F42 CL: 95.66 IL: 93.94 F41 CL: 98.270 IL: 96.469 S15 CL: 101.768 IL: 99.835 150Ø 1/60 300Ø 1/149 150Ø 1/60 300Ø 1/150 150Ø 1/17 150Ø 1/16 150Ø 1/16 150Ø 1/14 150Ø 1/38 150Ø 1/10 150Ø 1/15 150Ø 1/15 225Ø 1/13 225Ø 1/13 150Ø 1/15150Ø 1/17 150Ø 1/13 150Ø 1/22 150Ø 1/14 150Ø 1/19 300Ø 1/17 150Ø 1/149 150Ø 1/29 150Ø 1/150150Ø 1/91 150Ø 1/16 150Ø 1/23 150Ø 1/50 150Ø 1/33 G G S6 CL: 96.548 IL: 94.43 S7 CL: 95.988 IL: 93.412 S17 CL: 95.744 IL: 93.68 S8 CL: 96.00 IL: 93.374 HW10 IL: 93.20 S87 CL: 95.637 IL: 91.945 S81 CL: 94.082 IL: 91.788 S82 CL: 93.909 IL: 91.715 S83 CL: 93.811 IL: 91.684 F8 CL: 95.900 IL: 93.930 F9 CL: 95.768 IL: 93.42 HW92 IL: 93.35 S93 CL: 95.872 IL: 93.630 525Ø 1/250 375Ø 1/41 150Ø 1/18 375Ø 1/150 375Ø 1/150 150Ø 1/150 525Ø 1/416 750Ø 1/250 375Ø 1/19 525Ø 1/250 750Ø 1/250 150Ø 1/16750Ø 1/250 S11 CONTROL MANHOLE TO RESTRICT FLOW TO 5l/s AS PER BASIN CONSTRUCTION DETAILS DRAWING S57 CONTROL MANHOLE TO RESTRICT FLOW TO 7.5l/s AS PER BASIN CONSTRUCTION DETAILS DRAWING 3.5 3 3 LEGEND DENOTES AREA OF PIPE SERVITUDE 1. ALL ADOPTABLE DRAINAGE TO BE INSTALLED TO THE COMPLETE SATISFACTION OF SCOTTISH WATER AND IN ACCORDANCE WITH THE SEWERS FOR SCOTLAND - 4TH EDITION. 2. ALL BUILDING DRAINAGE TO COMPLY WITH LOCAL AUTHORITY, DEPARTMENT OF SEWERAGE STANDARD DETAILS WHERE APPLICABLE AND STANDARD DETAILS FOR SCOTTISH WATER. 3. ALL EXTERNAL GULLY/SUMP UNIT TAILS AND BRANCH CONNECTION FROM DISCONNECTING MANHOLES TO BE 150MM Ø SUITABLY ENCASED IN CONCRETE. 4. ALL PIPES WITHIN THE SITE BOUNDARIES TO HAVE A 150MM THICK CONCRETE SURROUND WHERE CROWN TO COVER OF PIPE IS LESS THAN a) 1.5M IN AREAS SUBJECT TO TRAFFIC LOADS b) 1.2M IN AREAS FOR PEDESTRIANS OR SOFT LANDSCAPING 5. ALL PIPES UP TO 450mm DIAMETER TO BE EITHER OSMA ULTRA-RIB uPVC PIPES. ALL PIPES OVER 450mm TO BE CLASS M CONCRETE TO BS5911. 6. ALL PIPE MATERIALS TO BE CONSISTENT BETWEEN MANHOLES. 7. INVERT LEVELS OF EXISTING SEWERS TO BE CONFIRMED ON SITE BEFORE ANY SEWER WORK UNDERTAKEN. ANY DISCREPANCIES FOUND SHOULD BE NOTIFIED TO ENGINEERS. 8. FOR DISCONNECT CHAMBERS THE MINIMUM INTERNAL DIMENSIONS SHALL BE CIRCULAR 450mm DIAMETER (as per BS 8301) 9. WHERE HOUSE DRAINAGE IS TAKEN THROUGH BLOCK CARE IS TO BE TAKEN THAT FOUNDATION LEVELS AND DRAINAGE RUNS DO NOT CLASH. 10. BRANCH CONNECTIONS INTO MAIN LINES TO BE ACHIEVED VIA ANGLED BRANCHES. WHERE 90° BRANCHES ARE REQUIRED THESE SHOULD BE "SWEPT" BRANCHES. EQUAL 90° BRANCHES ARE NOT PERMITTED. 11. THE APPROXIMATE POSITION OF SCOTTISH WATER'S APPARATUS HAS BEEN SHOWN ON THIS DRAWING. THE CONTRACTOR IS RESPONSIBLE FOR ESTABLISHING THE TRUE POSITION OF ALL SERVICES PRIOR TO COMMENCING ON SITE. 12. THE CONTRACTOR IS RESPONSIBLE FOR MAKING APPLICATION TO CONNECT TO THE PUBLIC SEWER VIA SCOTTISH WATER. NOTE THE APPLICATION CAN TAKE SEVERAL WEEKS TO PROCESS. 13. THE CONTRACTOR IS REQUIRED TO INFORM THE ENGINEER AND SCOTTISH WATER AT LEAST 1 WEEK IN ADVANCE OF STARTING ANY WORKS AT OR NEAR TO SCOTTISH WATER'S APPARATUS. 14. WHERE POSSIBLE DURING THE WORKS, THE CONTRACTOR TO PROVIDE CO-ORDINATES OF SCOTTISH WATER'S EXISTING APPARATUS. THIS INFORMATION IS TO BE PROVIDED TO THE ENGINEER FOR ADDITION TO THIS DRAWING. 15. NO DRIVEWAY GRADIENTS GREATER THAN 8%. 16. ACO DRAINS TO BE INSTALLED ON LOW SIDE OF PRIVATE DRIVEWAYS TO COLLECT SURFACE WATER RUN OFF. LEGEND PROPOSED SURFACE WATER SEWER PROPOSED FOUL SEWER EXISTING FOUL SEWER EXISTING SURFACE WATER SEWER PROPOSED ROADSIDE FILTER TRENCH PROPOSED BIORETENTION UNITS PROPOSED FOUL DISCONNECT PROPOSED SW DISCONNECT NOTE- ALL DISCONNECTION CHAMBERS WITHIN PLOTS WITH BOUNDARY TREATMENT TO BE SET 0.8-1m BEHIND HEEL KERB PROPOSED GULLY ST BU G 3 3 EX. FOUL MH 8003 CL: 78.75 IL: 77.23 TBC EX. FOUL MH 8004 CL: 76.835 IL: 75.105 TBC EXISTING 225 mmØ FOUL SEWER EXISTING SEWERS TO BE SURVEYED AND PROPOSED CONFIGURATION TO BE CONFIRMED FOLLOWING DETAILED DESIGN.S63 CL: 76.912 IL: 75.256 F34 CL: 77.017 IL: 75.667 150Ø 1/31 S64 CL: 75.50 IL: 73.85 S61 CL: 79.817 IL: 76.904 S59 CL: 83.727 IL: 82.20 F32 CL: 84.066 IL: 81.80 F33 CL: 79.718 IL: 76.49 150Ø 1/10 150Ø 1/19 150Ø 1/4 150Ø 1/4 150Ø 1/110 150Ø 1/85 Project Title: Drawing Title: Drawn By: Drawing Number: Checked By: Date Drawn: Revision: Issue Status: Scales: DateDrwnRev Description Chckd NOTES: · 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. © Indev Consult Ltd Phone: 01698 744 610 Email: info@indevconsult.com Website: www.indevconsult.com Address: Duart House, 3 Finch Way, Strathclyde Business Park, Bellshill, ML4 3PR B21-028-50 AS SHOWN06.04.2023 DWDW FARM ROAD DUNTOCHER SERVITUDE AGREEMENT 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 EXTENTS OF SERVITUDE AGREEMENT SCALE 1:250 LOCATION PLAN SCALE 1:1250 0 20 SCALE 1:1250 10 50 100m 0 5 15 20 25m SCALE 1:250 10 A Amended as per Raeburn comments DW 20.04.2023 B Amended as per latest basin design. DW 08.01.2024 ITEM 13 - APPENDIX 1 Page 80
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 7 February 2024 ___________________________________________________________________ Subject: Lease of The HUB, Kilbowie Road, Clydebank 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to transfer The HUB, Kilbowie Road, Clydebank (the Hub) to Dynamite Gymnastics Club (the club). 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves lease of the Hub for a period of 25 years, commencing 31 January 2025, to Dynamite Gymnastics Club for £42,000 per annum. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 In March 2023, as part of savings options put forward to address a £21million budget gap, members agreed to review community facility provision, across West Dunbartonshire. The review sought to reduce the provision to a level more consistent with neighbouring local authorities and address reduced usage post-pandemic. Transferring responsibility to manage and control community facilities to voluntary organisations through a combination of community asset transfers or community lease arrangements would reduce the costs to West Dunbartonshire Leisure Trust and the Council. 3.2 Whilst the Hub was not part of this initial review the Council continue to engage with groups across the authority to encourage transfer of ownership where possible either by disposal, community asset transfer or lease arrangements. 4. Main Issues 4.1 Dynamite Gymnastics Club was formed in 2004 to provide gymnastics activities for children and young people. The club is Gymmark Accredited and currently has around 400 members actively participating in classes on a ITEM 14 Page 81
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weekly basis. They are based in Clydebank with easy road links to Glasgow, East Dunbartonshire, Erskine and Renfrew. 4.2 The club activities include general gymnastics classes from ages 3 & upwards. Gymnasts work towards the British Gymnastics award schemes along with competitive opportunities in tumbling, floor & vault, trampoline & double mini tramp. The club also have two highly successful display teams who have won titles at various display festivals. 4.3 The club are currently based in premises at North Avenue in Clydebank Business Park under a lease due to expire in 2025 and are seeking to secure alternative premises when their current lease expires. They have identified the Hub as a potential new location. 4.4 The market rent for lease has been agreed, in principle, subject to the club’s formal approval, at £42,000 per annum on a new lease to commence in 2025. 4.4 The Hub is located on Kilbowie Road, Clydebank and extends to 1,600 m2 or thereby predominately over ground and first floor levels. 4.5 The Hub offers a sports hall suitable for a number of activities such as badminton, short tennis and 5 a-side football. There are also a number of additional rooms for use for meetings, small conferences, exhibitions and small functions. 4.6 The offer of lease to Dynamite is subject to agreement of the usual terms and conditions associated with a full repairing lease with a target date of entry in January 2025. 4.7 The club will work with existing users and West Dunbartonshire Leisure Trust in the coming months to ensure existing uses can be maintained. 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 an annual rent for the Hub in the sum of £42,000 per annum. 6.2 The Council will no longer incur resources in managing and maintaining the Hub. 6.3 The Council will generate a revenue saving of approximately £131,000 per annum achieved via property and running costs. 6.4 No financial outlays are required by the Council to facilitate this arrangement. Page 82
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6.5 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The lease will be subject to is subject to legal due diligence. There is a risk of the lease not proceeding due to any emerging issues during the diligence and leasing process. This is standard for any lease transaction. 8. Environmental Sustainability 8.1 An up to date asbestos report and condition survey will be provided for the Hub and passed to the club. 8.2 Any refurbishment of the Hub 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. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regeneration and Regulatory, Greenspace, Citizen Culture & Facilities and West Dunbartonshire Leisure Trust. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit from savings in relation to operating costs and maintenance. 11.2 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving; o Our Council – Inclusive and Adaptable Laurence Slavin Chief Officer: Resources Date: 23 January 2023 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Craig Maxwell, Estates Surveyor. Page 83
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Email: craig.maxwell@west-dunbarton.gov.uk Appendices: None Background Papers: None Wards Affected: Ward 5 Page 84