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West Dunbartonshire Council · 27 March 2024
Back to West Dunbartonshire Council — 27 March 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 West Dunbartonshire Council Date: Wednesday, 27 March 2024 ___________________________________________________________________ Time: 16:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Carol-Ann Burns, Senior Democratic Services Officer Email: carol-ann.burns@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of West Dunbartonshire Council as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Provost Douglas McAllister Councillor June McKay Councillor James Bollan Councillor John Millar Councillor Ian Dickson Councillor Karen Murray Conaghan Councillor Diane Docherty Councillor Lawrence O’Neill Councillor Craig Edward Councillor Lauren Oxley Councillor Gurpreet Singh Johal Councillor Chris Pollock Councillor Daniel Lennie Councillor Martin Rooney Councillor David McBride Councillor Gordon Scanlan Councillor Jonathan McColl Councillor Hazel Sorrell Councillor James McElhill Councillor Clare Steel Councillor Michelle McGinty Councillor Sophie Traynor Chief Executive Chief Officers Date of issue: 14 March 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. Page 2
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WEST DUNBARTONSHIRE COUNCIL WEDNESDAY, 27 MARCH 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Council is asked to agree that all votes taken during the meeting will be done by roll call vote to ensure an accurate record. 5 MINUTES OF PREVIOUS MEETINGS Submit for approval, as correct records, the undernoted Minutes of Meetings of West Dunbartonshire Council:- (a) Ordinary meeting – 20 December 2023; and 9 – 30 (b) Budget meeting – 6 March 2024 31 – 39 6 MINUTES OF MEETING OF AUDIT COMMITTEE 41 – 43 Submit for information, and where necessary ratification, the Minutes of Meeting of the Audit Committee held on 13 December 2023. 7 OPEN FORUM The Council is asked to note that no open forum questions have been submitted by members of the public. 8/ Page 3
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8 DC23/149/FUL: ERECTION OF 128 RESIDENTIAL 45 – 77 HOMES, ASSOCIATED ROADS, INFRASTRUCTURE AND OPEN SPACE ON EXISTING BROWNFIELD SITE, RESIDENTIAL DEVELOPMENT SITE, ABBOTSFORD ROAD, CLYDEBANK BY MILLER HOMES. Submit report by the Chief Officer – Regeneration and Regulatory seeking planning permission approval, subject to the conditions set out in the report. 9 GLASGOW CITY REGION CITY DEAL – UPDATE 79 – 82 Submit report by the Chief Officer – Regulatory and Regeneration advising of the progress with the implementation of the Exxon Infrastructure Project, and providing an update on Glasgow City Region City Deal Programme 10 TREASURY MANAGEMENT STRATEGY AND ANNUAL 83 – 115 INVESTMENT STRATEGY Submit report by the Chief Officer – Resources seeking approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy. 11 GENERAL SERVICES BUDGETARY CONTROL REPORT TO 117 – 171 31 JANUARY 2024 (PERIOD 10) Submit report by the Chief Officer – Resources providing an update on the General Services revenue budget and the approved capital programme to 31 January 2024. 12 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY 173 – 192 CONTROL REPORT TO 31 JANUARY 2024 (PERIOD 10) Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 January 2024 (Period 10) for the HRA revenue budget and the HRA capital budget. 13 REPRESENTATION ON OUTSIDE BODIES 197 – 202 Submit report by the Chief Officer – Regeneration and Regulatory requesting that consideration be given to making a nomination to the Blindcraft Trust. 14/ Page 4
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14 CLYDEPLAN AND REGIONAL 203 – 213 SPATIAL STRATEGY GOVERNANCE ARRANGEMENTS Submit report by the Planning, Building Standards and Environmental Health Manager seeking permission to formally withdraw from the Clydeplan Joint Committee and agree to transfer the responsibility for the development of a Regional Spatial Strategy to the Glasgow City Region Cabinet. 15 NOTICE OF MOTIONS (a) Motion by Councillor Jim Bollan – Equal Pay Claims Council recognises the steps taken by West Dunbartonshire Council in the past to settle equal pay claims, but that pay discrimination remains an ongoing issue in local authorities across Scotland; believes that all Scottish local authorities must learn the lessons of the past and that it is incumbent on all Councillors – especially Council Leaders – to demonstrate and exercise political leadership in ending pay discrimination and securing equal pay for equal value work. Council believes that West Dunbartonshire Council and West Dunbartonshire Leisure Trust have an equal pay issue due to a disparity in the levels of pay received by those in male-dominated roles i.e. craft roles, compared to those in female-dominated roles; notes that these roles are carried out by workers – predominantly women – in the heart of communities on the frontline of our public services; and notes the invitation from GMB Scotland to the council’s workforce to lodge equal pay claims. Council notes that West Dunbartonshire Council has carried out a job evaluation for certain female-dominated roles, but believes the job evaluation scheme may have increased the value of those roles in contradiction to the precedent set by the Employment Tribunal against Fife Council1. Council believes that equal value work must result in equal pay and equal terms and condition; that roles currently being underpaid must be brought up with no detriment to those currently in receipt of higher pay; and notes the consultative ballot carried out by GMB Scotland which demonstrated 100% support for industrial action by craft workers if pay inequality is not addressed by bringing everyone up. Council resolves to set an example for other local authorities in delivering equal pay by working with trade unions to negotiate compensation for lost wages for those workers who have been the victim of pay discrimination, and carrying out a fair job evaluation which takes full account of the Employment Tribunal ruling against Fife Council. 1 https://www.gov.uk/employment-tribunal-decisions/mrs-y-allan-and- others-v-fife-council-4102824-slash-2016-and-others (b)/ Page 5
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(b) Motion by Councillor Jonathan McColl – Transfer / Lease of Community Facilities Council notes that despite the best efforts of officers, timing and resource issues have made the process for transferring/leasing Council facilities as a result of budget decisions difficult. This has led to concerns being raised by Councillors in recent Committee meetings. To assist Elected Members to better understand the differences in process and consider how we could enable officers to better meet the needs of our communities, Council asks that a report be brought to a future Council or IRED Committee for the purpose of: • Outlining the current process being followed for leasing/community asset transfer of Council owned facilities. • Proposing changes to the process to facilitate proper discussions with current users of facilities prior to bringing reports to committee for agreement. • Proposing any further changes that can make the process more transparent and ensure officers are able to provide Councillors with all the information we require to make informed decisions, including proposed rent levels and any non-standard conditions of the lease/transfer. It may be useful to have an Elected Members’ seminar on this topic in advance of a report being brought to committee. (c) Motion by Councillor Jim Bollan – Unison Charter Council agrees to adopt, support and implement the Unison Charter as follows: “To qualify for the UNISON Violence At Work Charter mark, employers must meet the following standards: 1. The employer has a written violence and aggression at work policy, which is available to all staff. The policy should also cover lone working. 2. Responsibility for implementing these policies lies with a senior manager. 3. Measures are taken to reduce staff working in isolated buildings, offices or other work areas to a minimum. 4. Staff are encouraged to report all violent incidents and they are told how to do this. Page 6
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5. The employer collects and monitors data on violent incidents on a regular and ongoing basis. 6. Where they are in place, union safety reps are able to access this data and are consulted on solutions to issues relating to violence in the workplace. 7. Thorough risk assessments are conducted for staff placed in vulnerable situations. 8. The employer has support pathways in place for staff who are victims of violence at work, so that they know where to turn for advice and support. 9. Training to ensure staff are aware of the appropriate way to deal with threatening situations. 10. Where appropriate, independent counselling services are available to staff who are the victims of violence at work” (d) Motion by Councillor Michelle McGinty – Immediate Resignation of Convicted Criminal Councillor Craig Edward This Council calls on Councillor Craig Edward to resign from his position as an Elected Member on West Dunbartonshire Council with immediate effect. Edward has demeaned the public office to which he was elected and abused the trust placed in him by local residents. On 14th February 2024 Edward pled guilty at Dumbarton Sheriff Court to a number of serious sexual offences. Prior to being elected in 2022 Edward was a community activist and served on a variety of committees like housing associations, tenants associations, and a mental health charity. Edward was also an active member in two political parties over recent years. It has become clear that Edward has duped our whole community in getting them to place their trust in him. Council agrees that Edward is not fit to remain in his role as an Elected Member and in the event that he fails to do the right thing and resign, this Council calls on the Chief Executive to take all the necessary action required to remove him from office. (e)/ Page 7
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(e) Motion by Councillor Karen Murray Conaghan – Equalities Act Council notes it’s responsibilities under the Equality Act, to make reasonable adjustments to facilitate the participation of disabled people in the democratic processes of Council. In the case of Council meetings, the interpretation of this duty falls to the Provost. To ensure that there is no misinterpretation, Council agrees that Standing Orders will be updated by the Monitoring Officer to include a provision as follows: That the Provost be required to call a minimum of a 10-minute recess where, 1. A motion to set the General Services budget in full or part is moved and, 2. Any Elected Member has requested such a recess. Note: Members are asked to note that the suspension of Standing Order 20 (d) will be required in order to consider this motion, using the procedure provided in Standing Order 28. Page 8
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WEST DUNBARTONSHIRE COUNCIL At a Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 20 December 2023 at 4.08 p.m. Present: Provost Douglas McAllister and Councillors Jim Bollan, Ian Dickson, Diane Docherty, Craig Edward, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, James McElhill, Michelle McGinty, June McKay, John Millar, Karen Murray Conaghan, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); Laurence Slavin, Chief Officer – Resources and Section 95 Officer; Peter Barry, Chief Officer – Housing and Employability; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laura Mason, Chief Officer – Education; Beth Culshaw, Chief Officer – Health & Social Care Partnership; Lesley James, Head of Children’s Health, Care and Justice Services; Michelle Lynn, Assets Co- ordinator; Gillian McNamara, Economic Development Manager; Allison McBride, Strategic People & Change Manager; George Hawthorn, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Also attending: Tom Reid, Audit Director, Mazars Provost Douglas McAllister in the Chair STATEMENT BY CHAIR Provost McAllister 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. ITEM 5(a) Page 9
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RECORDING OF VOTES The Council agreed that all votes taken during the meeting would be done by roll call vote to ensure an accurate record. MINUTES OF PREVIOUS MEETINGS The Minutes of Meetings of West Dunbartonshire Council held on 25 October 2023 (Ordinary, 8 November 2023 (Requisitioned), and 29 November 2023 (Requisitioned) were submitted and approved as correct records. INVERCLYDE COUNCIL AND WEST DUNBARTONSHIRE COUNCIL SHARED SERVICES JOINT COMMITTEE (a) Report by Chief Officer – Regulatory and Regeneration A report was submitted by the Chief Officer – Regulatory and Regeneration in relation to the future of shared services arrangements between Inverclyde Council and West Dunbartonshire Council and seeking endorsement of the decision of the Shared Services Joint Committee taken on 23 November 2023 to wind up the joint committee and to pursue a different model of joint working. Having heard the Chief Officer in answer to Members’ questions, the Council agreed:- (1) to endorse the decision of the Shared Services Committee held on 23 November 2023 to:- (a) to approve the winding up of the Joint Committee; (b) to note the continuation of shared Internal Audit services between West Dunbartonshire and Inverclyde Councils in the short to medium term, subject to a service level agreement; and (c) to note that wider discussions would continue with neighbouring Councils on possible options to create a more sustainable delivery model for Internal Audit services over the longer term. (b) Minutes of Meeting The Minutes of Meeting of the Shared Services Joint Committee held on 23 November 2023 were submitted and all decisions contained therein were approved. Page 10
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OPEN FORUM The Provost advised that the undernoted Open Forum questions had been received from Mr Drew McEoghainn, Mr David Smith, UNISON, and Ms Cara Thom and invited each to put their question to Council. (a) Question from Drew McEoghainn On WDC's recent cuts consultation, why wasn't there an option for people to tick that they wanted a needs based budget? Councillor Lennie provided the following response:- The Council is committed to making West Dunbartonshire a better place to live, work, learn and visit for all despite facing a significant and ongoing financial challenge. As part of the development of the Council’s Strategic Plan - a key document which guides the Council’s direction over the 2022-2027 period - an extensive Strategic Needs Assessment was undertaken to understand community need. The Strategic Needs Assessment, which is available publicly, was derived from data and evidence on our communities and residents. It identified the key priority areas for focus and formed the basis for the development of the Strategic Plan’s aims and objectives. As the Budget Conversation questions were based around the key priority needs as identified in the Strategic Plan, they too reflect the outcome of the Strategic Needs Assessment. The online budget conversation asked residents to rate activities of services based on their importance to the individual under headings which aligned with the priority areas of Our Communities; Our Environment; Our Economy; and Our Council. In addition, participants were also given an opportunity to submit further feedback through the use of free text boxes throughout the questionnaire and at the conclusion. On the Budget Conversation’s dedicated webpage and within the survey itself, participants were provided with links to the Strategic Plan which detailed the outcome of the Strategic Needs Assessment, and the Council’s key priorities and commitments. A total of 771 people participated in the Budget Conversation over a six week period, with 507 additional comments made in the free text boxes on the four priorities. In the main, these comments focused on a desire for the Council to cease making service cuts. Page 11
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A total of 953 responses were received to questions about services that should be protected and services where participants would target spending reductions. To supplement the online consultation, five focus group sessions were held with a range of representatives from local community organisations within Dumbarton/Alexandria and Clydebank as well as with the West Dunbartonshire Equality Forum and the Trade Unions. The Council has a statutory duty to set a balanced budget each year and with a current expected budget gap of around £17m, the aim of the Budget Conversation process was to identify what services are most important to residents. This feedback, along with evidence of need, knowledge of services and analysis of service performance will allow Elected Members and Chief Officers to make informed decisions. Mr McEoghainn asked the following supplementary question:- • We have had over £35m of cuts and we expect a further £50m over the next 5 years. • You have considered going to a four-day week in education, reducing transport for our kids going to school. • You have asked the Chief Education Officer to find yet more cuts three years after the same Director of Education said “education had been cut to the bone”! • You’ve closed community centres. • Increased the charges for the care of garden scheme and changed its eligibility criteria. • Reduced bin collections. • Reduced the hours of our recycling centres. • Cut advice services to our most vulnerable. • This isn’t even mentioning the dangerous and ludicrous decision to move Balloch library into a glorified cupboard in the premises of three schools. So with West Dunbartonshire being in the bottom 20 % of most deprived areas over 48 data zones in accordance to Scottish indices of multiple deprivation when will this labour administration tell the governments in Edinburgh and London that the tory, SNP and soon to be Starmer’s austerity programme will not be inflicted upon the people of West Dunbartonshire follow their “comrades” from the labour party in Glasgow who stated “they will simply have no part in a budget process which will wreak havoc on our city and damage those most in need” action backed with gusto by their leader Anas Sarwar! My question is: when will this Labour administration say “enough is enough”? Councillor Lennie thanked Mr McEoghainn for his supplementary question and advised a response would be provided in writing. Page 12
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(b) Question from David Smith, UNISON Should West Dunbartonshire elected councillors set a NO CUTS budget, what would happen? Councillor Lennie provided the following response:- West Dunbartonshire Council, under the Local Government Finance Act 1992, is required to set a balanced budget. In particular Section 70 of the Act requires councils to impose a council tax that meets expenses not otherwise met through other means. For West Dunbartonshire Council to set a ‘no cuts’ budget would require them to generate £287.6m of income, that being the total estimated 2024/25 expenditure budget if no reductions in service were agreed. Based on the Council’s S95 Officer current estimate the Council will receive £265.2m of funding in 2024/25 through a combination of Scottish government funding and Council tax income. That leaves a shortfall of £22.4m prior to any measures to balance the budget that have already been agreed by Council in December 2022 and March 2023. These measures include application of the Service Concessionary Financial Flexibility and saving options agreed in December 2022 and March 2023 which have a further financial effect in 2024/25. Once these are factored in the Council has an estimated budget gap of £16.97m. This is before any decision is taken on the use of the financial benefit generated by the reduction in the employer’s pension contribution rates. Therefore, to be compliant with the Local Government Finance Act 1992, if the Council agrees a no cuts budget, they would need to generate £16.97m through Council tax increases. This would require a Council Tax increase of 42%. The Scottish Government has announced a Scotland wide Council Tax freeze which removes any scope for the Council to determine the required council tax increase. If the Council do not agree a balanced budget the Council’s S95 Officer is required to notify the Chief Executive and consider consultation with the Council’s external auditors. There would then need to be a report submitted by the S95 Officer to full Council for consideration within 21 days. In that time period the Council is prevented from entering into any agreements incurring expenditure until the full council has considered the report. After considering the report, the full council is required to prepare a report which specifies what action it proposes to take in response and the planned timescales. Page 13
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Where a council does not take the appropriate action in response to the S95 officer’s report or such a report is not prepared, where external audit consider it appropriate, they would advise Audit Scotland so that the Controller of Audit can take the appropriate action. This may include the Controller of Audit making a report to the Accounts Commission under section 102 of the Local Government (Scotland) Act 1973 which may lead to a hearing and ultimately could lead to suspension or disqualification of members of the Council. Mr Smith asked the following supplementary question:- You told us in previous forums and other meetings that the Scottish Government administrators would come in and make the cuts if we set no cuts budget, what evidence can you present to the Council tonight to substantiate your view that Scottish Government administrators would come in here and make the cuts and can you tell us where this has happened before in Scotland? Councillor Lennie thanked Mr Smith for his supplementary question and advised a response would be provided in writing. (c) Questions from Cara Thom (i) Scottish Library and Information Council (SLIC) - have published information on Data Poverty and Digital exclusion. They state that reliance on digital increased exponentially during significant national lockdowns and libraries are at the centre of the collaborative effort to ensure no one is left behind in the new digital landscape as envisioned in A Changing Nation: How Scotland will Thrive in a Digital World (2021). 1 in 7 people across Scotland experience data poverty, rising to 1 in 4 in lower income households. 1 in 5 of those experiencing data poverty depended on libraries for access pre-pandemic. Public libraries will continue to offer vital access and ongoing digital support that embrace both the challenges and the opportunities that the digital world presents. Balloch Library was heralded as the best equipped computer suite offering free Wi-Fi outside Glasgow following the £100,000 investment made to the library in 2017. My question is: - Please explain to the community why, in this area of high deprivation, the Council has made the decision to increase Data Poverty and Digital Exclusion by reducing the number of computers available at Balloch Library, once heralded as the best equipped Computer suite outside Glasgow, from 8 to 3? Page 14
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Councillor Lennie provided the following response:- In the current financial year, the Council faced a £21million budget gap and in the coming year we anticipate a deficit of around £17million between the money we need to run our services and the income we receive. We therefore have to consider ways of saving money while still delivering the vital services our residents rely on. The decision to co-locate the library into another building was taken as part of the Council budget setting in March 2023 with the co-location preserving local library provision for residents in Balloch, Haldane and surrounding areas and protecting jobs. We recognise and value the contribution of our libraries to our communities, literacy and learning and in particular to digital learning and that is why we have maintained local provision with eight branch libraries in West Dunbartonshire in addition to our school and mobile library service. The service collates data on computer usage and the PCs at Balloch Library are on average used for just over 20% of their available time. We are therefore confident that we can continue to meet demand with a reduced number of PCs and will also supplement this by providing mobile devices for public use. (ii) At present, Balloch Library has a footprint of 270 square metres, but the plans for Balloch School Campus show that the new library will be roughly 50 square metres (not including toilets) formed from the head teacher’s office, part of the nursery teachers' staffroom and the printer room, all of which are necessary to the running of the school/nursery. With a reduction of around 80%, this is a tiny amount of space, totally inadequate for a library. We refer to your public service provision policy and say that the council need to demonstrate that such a percentage decrease is justifiable. We believe that there will be a limit to the number of people who can be in the new library space at the same time, which will affect critical community services, like Bookbug, which is not just for a child's early year's development, but social interaction for children and caregivers. My question is:-Regarding Policy PS 1 - Public Service Provision Section 11.4, do you have data on the number of library users and when they attend? Councillor Lennie provided the following response:- The current Balloch library has a floor space of 192 m2 and the new co- located library space is 55m2. The head teacher’s office, staff area and printer room are being provided in other available space within the building which Page 15
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does not affect any teaching space or occupancy of the building or impact on any other provision within the building. We are committed to the continued local provision of Bookbug and other community activities. Policy PS1 of the adopted West Dunbartonshire Local Plan seeks to protect public utility, social and community facilities identified on the Proposal Map. The policy requires in advance of the disposal of any Council building, the disposal strategy would first explore options for alterative community use. This justification would be required with any future development proposal for the building, therefore Policy PS1 is not relevant in the context of the decision to relocate the service. The adopted local plan (2010) is 13 years old and more weight is likely to be given to the more up to date National Planning Framework 4 (2023) which forms part of the development plan and proposed Local Development Plan (2020 as modified) when assessing any future development proposals for the building. I can confirm that in line with policy PS1 community use of the library building will be explored when considering future disposal options Ms Thom asked the following supplementary question:- I agree that the policy doesn’t apply directly to Balloch Library, however, the policy does state “Prior to the closure of any community facility” so this part would apply, can you revisit the original question about numbers of library users and when they attend. (The section of the policy document I'm referring to is detailed below). 11.4 Policy PS 1 - Public Service Provision - The Council will seek to protect established public utility, social and community facilities as identified on the Proposals Map. ‘Prior to closure of any community facility, the Council will need to demonstrate that the community facility is no longer needed’ Once no longer needed, the Local Plan should provide for reuse of surplus community facilities. In considering any proposed change of use, the Council will have regard to the character and amenity of the surrounding area, other Local Plan policies and whether the loss of the facility would have a significant adverse impact on the community. Councillor Lennie thanked Ms Thom for her supplementary question and advised a response would be provided in writing. Page 16
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(iii) The letter from the Council in October told parents that all renovations would be completed by the beginning of 2024. They were told the library will open early that year. We the community are very worried about the risk to both children and library users. Our concerns include the following: Scottish Government policy gives guidance on the purpose of Spare Capacity within a School. It is there NOT for the purpose of establishing a public facility like a library within a school estate. It is there to ensure that a school has the capacity to fulfil future rises in population, e.g., new housing like the flats being built on the grounds of The Stables Restaurant. The Chief Officer: Citizen, Culture and Facilities quoted Balloch Primary school at the council meeting on the 8 November as operating at 69% capacity. The current number of pupils in Balloch Primary is 301. This equates to an 81% capacity. My question is: - Can you please investigate, and re-assess, the Chief Officer: Citizen, Culture and Facilities' figure of 69% which we believe is based on data from the previous school year and is now out-of-date. Councillor Lennie provided the following response:- Work has commenced on the site and, following engagement with education, is being undertaken outwith school hours to minimise disruption to school activities. The works are being carried out in two phases, to the upper floor creating the new head teacher’s office, meeting and storage space and to the lower floor to develop the new library space. Parents/carers were advised the new library would open early in 2024 and It is currently anticipated work will be completed in March 2024. In relation to occupancy figures, all Local Authorities are required to report on this annually to the Scottish Government. The figures provided by the Chief Officer previously were the most recent figures reported to Scottish Government and were on the basis of a school roll of 298 which is calculated at a 69.626% occupation. The current school roll is 301, an increase of 3 pupils from previous and this equates to an occupation of 70.69%. School capacity measures how many pupils can be taught in a school based on the number and size of teaching spaces available. As the new Balloch Library will be located in an area that has never been considered or used as a teaching space, it will have no impact on school capacity. Page 17
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I have been further advised that when the school was built the roll capacity was calculated taking into account any future development which may occur in the catchment area Ms Thom asked the following supplementary question:- Can you please make public the risk assessments that were carried out in the school campus to ensure the existing safety measures can apply whilst incorporating a viable public library? Councillor Lennie thanked Ms Thom for her supplementary question and advised a response would be provided in writing. CHIEF SOCIAL WORK OFFICER ANNUAL REPORT A report was submitted by the Head of Children’s Health, Care and Justice Services, (Chief Social Work Officer) providing the Chief Social Work Officer (CSWO) Annual Report for 2022-23 which provided information on the statutory work undertaken on the Council’s behalf, including a summary of governance arrangements, service delivery, resources and workforce. After discussion and having heard the Head of Children’s Health, Care and Justice Services Chief Social Work Officer in further explanation and in answer to Members’ questions, the Council agreed to approve the content of the Chief Social Work Officer Annual Report 2022-23 and approve its submission to the Office of the Chief Social Work Advisor to the Scottish Government. REVIEW OF POLLING DISTRICTS AND POLLING PLACES 2023 A report was submitted by the Chief Officer – Regulatory and Regeneration advising of the response to the consultation on the review of polling districts and polling places and seeking approval of the final polling scheme. After discussion and having heard the Manager of Democratic and Registration Services in further explanation and in answer to Members’ questions, the Council agreed:- (1) to adopt the scheme of polling districts and polling places as detailed in Appendix 1 to the report; (2) to authorise the Returning Officer to identify suitable alternative polling places in advance of any given election should that polling place no longer be available to the Council, as outlined in Appendix 1 to the report; and (3) to authorise the Returning Officer to determine a suitable polling place for those voters in the Glasgow City Council area, who will form part of the new UK Parliamentary Constituency of West Dunbartonshire. Page 18
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GLASGOW CITY REGION CITY DEAL UPDATE AND EXXON SITE PROJECT A report was submitted by the Chief Officer – Regulatory and Regeneration seeking approval for the construction agreements with Balfour Beatty Civil Engineering Ltd and Network Rail for the Exxon site infrastructure project, and advising of the progress being made on delivering the projects, and the implementation of the Glasgow City Region programme. After discussion and having heard the Chief Officer – Regulatory and Regeneration in further explanation and in answer to Members’ questions, the Council agreed:- (1) to delegate authority to the Chief Officer – Regulatory and Regeneration to agree the construction agreements with Balfour Beatty Civil Engineering Ltd and Network Rail and such ancillary agreements as may be required to deliver the works, all in line with the approved budget; (2) to note the progress made on site remediation made by ExxonMobil, and the new target completion date of the end of February 2024; (3) to note the progress made with Network Rail on possession of the site for construction of the western underpass; (4) to note that the outcome of the Council’s additional funding request to Glasgow City Region was not yet known; and (5) to note the progress of the Glasgow City Region programme. FINANCIAL UPDATE (a) Deputation – Cuts to Services Having heard Provost McAllister, the Council noted that a request had been received from UNISON and EIS to address the Council in relation to ‘Cuts to Services’. The Council agreed to hear the deputations and the Provost then invited the delegation, namely David Smith, UNISON, and Jim Halfpenny, EIS, to come forward and address the Council, and Mr Smith and Mr Halfpenny were heard in relation to their concerns regarding cuts to services. The Provost thanked the Representatives for their contributions. (b) Report by Chief Officer – Resources A report was submitted by the Chief Officer – Resources providing an update on the financial challenges facing the Council, the estimated 2024/25 – 2028/29 revenue budget gaps and presenting the first tranche of saving Page 19
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options for Members’ consideration to help the Council deliver a balanced 2024/25 budget. After discussion and having heard the Chief Executive and the Chief Officer – Resources in further explanation and in answer to Members’ questions, Councillor Rooney, seconded by Councillor McGinty, moved:- Council thanks the Chief Officer for the Financial Update and for taking the time to go through the report and for responding to questions and comments from Elected Members. Council agrees the following:- (1) to note the Council’s estimated 2024/25 revenue gap had decreased from £17.274m down to £16.970m. (2) to approve the smoothing of the financial benefit from the reduction in the Councils employer contribution rate to the Strathclyde Pension Fund over a four year period. (3) to note the £973,000 of management adjustments which will contribute to agreeing a balanced 2024/25 budget and assist with future projected budget gaps. (4) to approve the following savings proposals totalling £1.356 million. • CCF01 – WDLT Management fee reduction of 20% (£940,000) • EDU08 – Additional Management Time in Schools (£304,000 saving year 1) • EDU11 – Option 1 DMR Reduction of 10% (£80,000) • RES07 – Option 2 Two Week Christmas Closedown (£7,000) • RR03 – Option 1 Retain Hybrid Meetings (£20,500) The combined savings from Political Savings of £1,351,500, Management Adjustments of £973,000 means a total saving of £2,324,500 and, when you factor in the £5.332m from the 4 year smoothing of the financial benefit from the reduction in the Councils employer pension contribution rate this reduces the forecast budget gap to £9.313m. The above is subject to confirmation of the Council’s final settlement from the Scottish Government. As an amendment, Councillor Dickson seconded by Councillor McColl, moved:- Council notes the management adjustments and officers' reassurance that there will be no compulsory redundancies and no impact on services as a result of the Chief Executive's decision to make these budget adjustments. Council further agrees that given the scale of the current financial challenge, the savings options in the report will be considered in concert with all of the Page 20
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savings options being presented to Council at the budget setting meeting in March 2024. On a roll call vote being taken, 9 Members voted for the amendment, namely Dickson, Docherty, McColl, McElhill, Councillors Murray Conaghan, Oxley, Pollock, Scanlan and Traynor, and 12 Members voted for the motion, namely Provost McAllister and Councillors Edward, Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel. One Member abstained from voting, namely Councillor Bollan. The motion was declared carried. Councillor Bollan, having failed to find a seconder for a proposed second amendment asked for his dissent to be recorded in respect of this item. GENERAL SERVICES BUDGETARY CONTROL REPORT TO 31 OCTOBER 2023 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing an update on the General Services revenue budget and the approved capital programme to 31 October 2023. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note a current projected annual adverse variance on the revenue account of £2.785m (1.0% of total budget); and (2) to note that projected expenditure on the capital account was lower than the 2023/24 budget by £36.365m (39.85% of budget), made up of £35.988m (39.43% of budget) of project re-profiling, and an in-year underspend of £0.377m (0.41% of budget). HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 31 OCTOBER 2023 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing members with an update on the financial performance to 31 October 2023 (Period 7) of the HRA revenue and capital budgets for 2023/24. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the revenue analysis showed projected adverse variances of £3.371m. However this would be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £1.642m of the HRA reserves resulting in a net revenue break even position; and (2) to note the net projected annual position in relation to the capital plan was highlighting an in-year adverse variance of £61.826m (49.5%) which was Page 21
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made up of re-profiling of £66.481m (53.2%) and overspend of £4.656m (0.4%) as appended to the report. LONG TERM FINANCIAL STRATEGY A report was submitted by the Chief Officer – Resources updating the Council’s long term financial strategy which was last updated in October 2021. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed to endorse the medium to long term financial strategy for the Council and approve the Council’s reserves and balances policy detailed in Appendix 1 to the report. VARIATION IN ORDER OF BUSINESS After hearing Provost McAllister, the Council agreed to vary the order of business as hereinafter minuted. TREASURY MANAGEMENT ANNUAL REPORT 2022/23 A report was submitted by the Chief Officer – Resources providing an update on Treasury Management during 2022/23. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the Treasury Management Annual Report which formed Appendix 1 to the report; and (2) to note that the Treasury Management Annual Report had been presented to the Audit Committee on 13 December 2023. TREASURY MANAGEMENT MID-YEAR REPORT 2023/24 A report was submitted by the Chief Officer – Resources providing an update on Treasury Management to 30 September 2023. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the treasury management stewardship information within Appendix 1 to the report; (2) to approve the 2023/24 revised estimates of treasury and prudential indicators as advised within Appendix 1 to the report (Tables A, B, C, D, E, F, H, L and N); and Page 22
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(3) to note that Appendix 1 to the report had been referred to the Audit Committee for further scrutiny on 13 December 2023. NON-DOMESTIC RATES EMPTY PROPERTY RELIEF POLICY A report was submitted by the Chief Officer – Resources seeking approval of the amended West Dunbartonshire Council Non-Domestic Rates Empty Property Relief Policy. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to approve the amended West Dunbartonshire Council Empty Property Relief Policy; and (2) that a review of the new Empty Property Relief Policy be carried out by 31 March 2025 and presented to the Council. EXTERNAL AUDIT REPORT: ‘BEST VALUE THEMATIC WORK IN WEST DUNBARTONSHIRE COUNCIL 2022/23’ A report was submitted by the Chief Executive advising of the outcome of the External Auditor’s Best Value Thematic Review for 2022/23 and providing a summary of the key points arising. After discussion, and having heard the Audit Director, Mazars, in explanation of the report, the Council agreed to note the contents of the report and the external audit report which formed Appendix 1 to the report. WEST DUNBARTONSHIRE HSCP ANNUAL PERFORMANCE REPORT 2022/23 A report was submitted by the Head of Strategy and Transformation, West Dunbartonshire Health and Social Care Partnership (HSCP) providing an overview of the HSCPs performance in planning and carrying out integrated functions, including a complaints management overview for the year 2022/23. After discussion, the Council agreed to note the West Dunbartonshire HSCP Annual Performance Report 2022/23 and the Annual Complaints Report 2022/23. COUNCIL TAX CHARGES FOR SECOND HOMES A report was submitted by the Chief Officer – Resources seeking approval to apply a 100% increased charge on second homes from 1 April 2024. After discussion and having heard the Chief Officer – Resources, in further explanation and in answer to Members’ questions, the Council agreed:- Page 23
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(1) to approve the increased 100% charge to second homes from 1 April 2024 as per the Council Tax (Variation for Unoccupied Dwellings) (Scotland) Amendment Regulations 2023; (2) to note that a grace period had been introduced to protect new purchasers from the 100% Council Tax levy for long-empty properties. This applies where the property is undergoing repairs or renovations and the property had been purchased by the person liable to pay the Council Tax less than 6 months ago or such longer period as may be agreed by the local authority; and (3) to approve the criteria that the property needs to have been purchased by the person liable to pay the Council Tax less than 6 months ago is not extended to a longer period. NOTICE OF MOTION (a) Motion by Councillor Sophie Traynor – Adoption Leave Policy Councillor Traynor moved:- Council recognises the importance of the role that adoptive parents play within West Dunbartonshire. Very few of the children and young people being placed for adoption come from uncomplicated backgrounds. Local authorities have a duty to provide adequate support to adopters to ensure the best possible outcome for both the parents and the young people involved. As a Council we should be leading the way on this and ensuring we are doing everything possible to make this easier for them. Council notes that aspects of the current Adoption Leave Policy for employees is not sufficient enough for prospective adopters. Therefore, Council requests that a report be brought forward to assess the options we can take to make it easier for West Dunbartonshire Council employees during the adoption process. As an amendment, Councillor McGinty, seconded by Councillor Sorrell, moved:- West Dunbartonshire Council’s policies, and our provisions are in line with those offered across local government. The Council’s Adoption, Fostering and Surrogacy Policy was agreed and implemented in August 2019. This was originally the Adoption Leave Policy until the introduction of fostering and surrogacy guidance. The policy covers leave and pay entitlements, with the pay element linked to a minimum 26 weeks’ continuous local government service. Page 24
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Employees can access up to 52 weeks’ leave, which comprises a mix of ordinary and additional adoption leave (like the maternity leave arrangements). Employees are paid on the understanding that they will return to work for at least 3 months. If not, the period must be repaid (like the maternity arrangements). Notification should usually be within 7 days of the employee being notified of their match, where possible. There are additional requirements where the child is coming from overseas. There is provision for paid leave for pre-adoption meetings for the primary adopter, with unpaid leave available for the partner. As with maternity, there is provision for up to 10 keeping in touch (KIT) days at normal pay and without ending the adoption leave period. Employees have the right to return to their job, in same capacity and in the same place as held prior to commencement of adoption leave. Employees may elect to return to work earlier than envisaged with relevant notice. Council agrees that a briefing note with links to the associated policy and procedures should be issued to all elected members. On a roll call vote being taken, 12 Members voted for the amendment namely Provost McAllister and Councillors Edward, Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel, and 10 Members voted for the motion, namely Councillors Bollan, Dickson, Docherty, McColl, McElhill, Murray Conaghan, Oxley, Pollock, Scanlan and Traynor. The amendment was accordingly declared carried. (b) Motion by Councillor Ian Dickson – Substandard road A813 between Lionsgate Roundabout and Strathleven Drive Councillor Dickson moved:- Council recognises that the A813, between Lionsgate Roundabout, and Strathleven Drive in its current condition is second-rate. Despite regular patching and resurfacing work, the gutter area of the road is often visibly subsiding and crumbling. In parts, the pavement is barely a couple of feet wide, such that a wheelchair user, a cyclist, or someone pushing a pram would find they hang out into the 40 mph A-road. This section of road is unlit, and in the shadow of mature trees, intensifying the already severe risk to life should there be a collision between traffic on this narrow road and a pedestrian or a cyclist. Page 25
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This pavement is the only realistic walking route to access OLSP High School in Bellsmyre from Bonhill. Council notes there were plans until recently to widen this dangerous stretch of road and to optimally upgrade the current sliver of pavement to a full three metre wide shared footway and cycle path. Given the current dangers posed to vulnerable road users. Council asks that this project be put back into the capital plan as close to its original delivery timescales as possible. Costs associated with this should be included in the budget report and capital plans that will be presented to elected members at the 2024/25 budget setting meeting. As an amendment, Councillor McBride, seconded by Councillor O’Neill, moved:- Council notes that phase 1 of the A813 project involves the section between Lionsgate Roundabout and Lomond Gate Roundabout. The remaining Phase 1 element includes the installation of a 3m wide footpath with associated lighting. The Roads Service has undertaken the detailed design for this element and final land acquisition is underway to facilitate the works. The construction is due to commence on site in Spring 2024. The budget for Phase 1 is £1.7million with spend to date £1.2million. Phase 2 is the section from Lionsgate Roundabout and will tie into the existing footways at the boundary of Bonhill. This section is approximately 1km in length. The works require land acquisition to construct a 3m wide footpath with lighting alongside any retention and road geometry measures to accommodate the new footway. The anticipated budget for Phase 2, originally to be delivered in 2025/26, was £2.325 million however due to inflation in costs of materials this is likely to increase. This will not be known until design complete. Council also notes that the current budget available to the Roads Service will facilitate the detailed design of Phase 2 and this will shape a capital bid that can be presented to Elected Members for consideration. It is anticipated design will be complete in December 2024. Given the above, the Council agrees to continue with Phase 1 works until completion following commencement in Spring 2024. In addition, following the completion of Phase 2 design works, the A813 project Phase 2 to be assessed for inclusion in the Capital Programme for financial year 25/26 onwards. Furthermore, the Councils Road Service In addition, should explore external funding opportunities such as Sustrans Funding and Cycling, Walking, Safer Routes Funding. Page 26
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On a roll call vote being taken, 12 Members voted for the amendment, namely Provost McAllister and Councillors Edward, Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel, and 10 Members voted for the motion, namely Councillors Bollan, Dickson, Docherty, McColl, McElhill, Murray Conaghan, Oxley, Pollock, Scanlan and Traynor. The amendment was accordingly declared carried. (c) Motion by Councillor Ian Dickson – Mandatory 20 MPH speed limits near schools Councillor Dickson moved:- Council notes that the safety of children and young people travelling to, from and around our schools and early education centres is an issue that concerns everyone. West Dunbartonshire Council encourages active travel options, such as cycling and walking, and so road safety in the vicinity of schools should be of utmost importance. With this in mind, and the well-understood link between vehicle speed and the severity of injury and survivability, Council reaffirms its commitment to enact mandatory 20mph speed limits at our education campuses, in line with existing and emerging regulation and guidance, and with a particular focus on new campus locations, such as those on Howatshaws Road in Bellsmyre. Costs associated with this should be included in the budget report and capital plans that will be presented to elected members at the 2024/25 budget setting meeting, with associated works commencing as soon as possible in the 2024/25 financial year. As an amendment, Councillor McBride, seconded by Councillor O’Neill, moved:- Council agrees that the safety of pedestrians including children and young people travelling to and from school is of paramount importance. Council notes that over the years there has been a significant investment in road safety in our communities and around our schools. The introduction of road safety arrangements at our schools can be a fairly involved process which requires an assessment of the current arrangements, the development of potential options, the analysis of the options, the road geometry, speed surveys, and consultation with Police Scotland. This process helps to inform the different needs and the potential costs including the introduction of hard measures such as speed cushions, humps and chicanes to help to limit vehicle speed. In addition there would need to be appropriate consultation at a suitable times, that allows residents, businesses and others an opportunity provide comment or objections. Page 27
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It should be noted that the Traffic Regulation Order (TRO) process can take in the region of 12/18 months depending on whether objections are received and maintained. Given the above, this Council agrees that the Roads Service will undertake a review of speed limits at all schools. This will cost in the region of £10k and importantly will help to determine the capital investment budget required to deliver the planned investment. Council also agrees that following the completion of the necessary works that project costs are presented to elected members for consideration and for inclusion in the Councils Capital Programme. On a roll call vote being taken, 12 Members voted for the amendment, namely Provost McAllister and Councillors Edward, Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel, and 10 Members voted for the motion, namely Councillors Bollan, Dickson, Docherty, McColl, McElhill, Murray Conaghan, Oxley, Pollock, Scanlan and Traynor. The amendment was accordingly declared carried. (d) Motion by Councillor Ian Dickson – Stopping the stink in the Vale of Leven. Councillor Dickson moved:- Council notes that on 12th October 2022, the Planning Committee heard application DC20/253 – A request to extend the time of the approved landfilling operation by 15 years at Auchencarroch Landfill Site, in Jamestown, Balloch. The extension was only granted until June 30th 2024, not the 15 years originally requested by Barr Environmental. With annual hikes in landfill tax and long-standing Scottish Government zero waste targets focused on waste reduction, re-use, enhanced recycling, and recovering renewable energy from what remains, this Council should be making progress towards a nearly zero-landfill option. Councils across the country were tasked with a commitment to send only 5% of waste to landfill by 2025. Regretfully, this Council appears to be well away from meeting this aspiration. With all of our residual waste being landfilled at Auchencarroch, as well as that of neighbouring authorities, West Dunbartonshire Council urgently requires alternative options to landfill. Given that it is currently only permitted to operate for just over 6 months, Council urgently requests a report, detailing alternative options for disposing of West Dunbartonshire’s residual waste. Of particular interest are opportunities for meeting the energy reclamation element of the waste cycle for materials that cannot be reused or recycled, as we have nothing in place at present. Page 28
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As an amendment, Councillor McBride, seconded by Councillor Sorrell, moved:- West Dunbartonshire Council notes that the Landfill Site at Auchencarroch is owned and managed by Barr Environmental Limited. At present, Waste Service has contracts for: (i) Residual Waste, this contract terminates on 31 December 2023 and an interim solution is in place for residual waste from 1 January to facilitate a longer term solution to be put in place. (ii) Bulky Waste disposal with BEL however, this contracts also terminates on 31 December 2023 - At present a tender exercise is concluding for Bulky Waste In addition, the Council has recently received an application from Barr Environmental Limited to extend the time of landfilling operations at Auchencarroch until 30th June 2026 and until 30th June 2028 for restoration with an updated site restoration plan. The application will be presented to a future Planning Committee in 2024 for consideration. Council notes that the under the previous SNP Administration, the Council recycling reduced and we failed to meet national targets. In fact, recycling rates decreased from 49% in 2016/17; to 37% in 2021/22. The percentage has increased slightly to 38% for 2022/23 and we anticipate a continued increase in recycling performance. The Labour Administration has set a course to improve our management of waste. In August 2023, the Council adopted a new 5 year Waste Strategy, which sets out a clear route map, to support our transition to net zero. The strategy aims include: • To increase access to recycling services, • To increase the range of materials collected for recycling; and • To monitor and maximise participation in waste prevention, reuse and recycling through behavioural change. The new 5 year Waste Strategy Action Plan includes a delivery programme of actions and key milestones: • To implement a new collection regime which prioritises recycling waste collection, (2 weeks recycling 1 week residual); • To construct a Resource, Reuse and Recycle Centre (Waste Transfer Station) in Dumbarton); • To develop a Communications and Engagement Strategy; and Page 29
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• To procure a long term waste disposal solution for residual waste. This Council thanks the Chief Officer and her staff for all the work undertaken to identify a long term solution for the management of residual waste to ensure the Council is compliant with the December 2025 landfill ban. The Chief Officer, is requested to bring forward a report to a future IRED meeting at the earliest opportunity. On a roll call vote being taken, 12 Members voted for the amendment, namely Provost McAllister and Councillors Edward, Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel, and 10 Members voted for the motion, namely Councillors Bollan, Dickson, Docherty, McColl, McElhill, Murray Conaghan, Oxley, Pollock, Scanlan and Traynor. The amendment was accordingly declared carried. COMPLIMENTS OF THE SEASON Before closing the meeting, Provost McAllister wished everyone a very Merry Christmas. The meeting closed at 7.40 p.m. Page 30
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WEST DUNBARTONSHIRE COUNCIL At a Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 6 March 2024 at 4.06 p.m. Present: Provost Douglas McAllister and Councillors Jim Bollan, Ian Dickson, Diane Docherty, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, Michelle McGinty, June McKay, John Millar, Karen Murray Conaghan, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); Laurence Slavin, Chief Officer – Resources, and Section 95 Officer; Peter Barry, Chief Officer – Housing and Employability; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laura Mason, Chief Officer – Education; Beth Culshaw, Chief Officer – Health & Social Care Partnership; Victoria Rogers – Chief Officer, People and Technology; Michelle Lynn, Assets Co-ordinator; Alan Stewart, Housing Asset and Investment Manager; John Kerr, Housing Development and Homeless Manager; Carol Alderson, Finance Manager; Michael McDougall, Manager of Legal Services; George Hawthorn, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Craig Edward and James McEhill. Provost Douglas McAllister in the Chair STATEMENT BY CHAIR Provost McAllister advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. REQUEST FOR DEPUTATION – JOINT TRADES UNION The Provost advised that a late request had been received to hear a deputation from GMB, Unite, Unison and EiS in relation to the item ‘General Services Budget Setting 2025/26 and 2028/29 - 2027/28 Budget Estimates’. ITEM 5(b) Page 31
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Having heard the Provost, the Council agreed to suspend Standing Orders 18 (b) and (e) in order to allow the deputation which, the Provost advised, would be taken immediately prior to the aforementioned item of business. 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 Council agreed that all votes taken during the meeting would be done by roll call vote to ensure an accurate record. OPEN FORUM The Provost advised that an Open Forum question had been received from Ms Amy Unitt. It was noted that Ms. Unitt was not in attendance to address Council. Having heard the Legal Officer Council agreed that a written response would be provided to Ms. Unitt. DEPUTATION – JOINT TRADES UNION The Provost invited the delegation, namely Mr Mick Dolan (EiS), Mr Norman King (Unite the Union), Mr David Scott (GMB), and David Smith (UNISON) forward to join the meeting, and each was heard in relation to their concerns regarding potential budget cuts. The Provost thanked the Representatives for their contributions and invited them to remain in the meeting for its duration. GENERAL SERVICES BUDGET SETTING 2024/25 AND 2025/26 TO 2028/29 BUDGET ESTIMATES A report was submitted by the Chief Officer – Resources:- (a) summarisng the key issues relating to the revenue budget estimates and setting of Council Tax for 2024/25 and providing budget estimates for 2025/26 to 2028/29; (b) advising of the mid-range estimates, with the best case and worst case estimates summarised in paragraph 4.14.1 of the report; and Page 32
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(c) seeking approval to set the General Services Revenue and Capital Budgets for 2024/25 through approval of options to close the 2024/25 revenue budget gap. It was noted that a revised version of Reducing the Occupational Health Budget - saving option PT10, page 67 of the papers had been circulated to Members immediately prior to the meeting. After discussion and having heard the Chief Officer – Resources, in further explanation and in answer to Members’ questions. Councillor Rooney moved:- Council thanks the Chief Executive and the Chief Officer of Resources for the detailed report at item 6 comprising a comprehensive covering report and appendices. Council also thanks the Chief Officer of Resources for the verbal update following any changes to the budget gap and the report. This report shows the level of work that has gone into the budget setting process this year. This is the most challenging financial period in the Council’s history and with the cost of living crisis impacting on ever increasing numbers of our residents, we are acutely aware of the need to protect services and jobs for local people. The funding gap may be lower than this time last year but rapidly reducing budgets every year mean the options available to us to continue to provide services in the same way are becoming more and more limited. The pressures this Council is facing are a direct result of sustained cuts to its revenue funding since 2007. This has cumulatively amounted to over £30million of recurring savings having to be made in our area over the period, as well as the near exhaustion of the Council’s reserves. The Scottish Government’s claim that a Council Tax freeze helps the least well off is simply not credible. In addition, its claim that the Council Tax freeze is fully funded is false. This extreme financial landscape, coupled with the ever increasing lack of flexibility for councils due to Scottish Government interference in democratic decision making, results in very limited choices in how councils deliver services. This will inevitably impact on the provision of vital community services. Council regrettably agrees that the Scottish Government in power since 2007 has demonstrated contempt for local government in Scotland. It seems to have entirely given up on any pretence of partnership working or recognition of councils’ legitimate authority to make decisions on services they deliver on behalf of valued local communities. Their stated commitment to the Verity House Agreement has no credibility and emphasises their disdain for local democracy and the communities that councillors are elected to represent. Page 33
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Council agrees that the Scottish Government has specifically acted against the interests of West Dunbartonshire by amending the floor mechanism in the distribution which results in a less well-off Council like West Dunbartonshire losing out. As a result of the actions of the Scottish Government, West Dunbartonshire Council has required to identify an extra £1.7m of savings. This continued ill-considered approach by the Scottish Government to centralise decision making and impose spending restrictions poses a very real threat to the continued ability of the Council to maintain the range of high- quality services our communities need. Despite this unhelpful political and financial context, the Council is still legally required to set a balanced budget. Given the above the Council agrees: (1) to retain the full amount of Scottish Government funding for pay to help protect local services. As at 31st March 2024, the HSCP will have £2.454m of un-earmarked reserves; and £15.451m of earmarked reserves. In addition, it will benefit over the next three years from a reduction in employers contribution to SPF and can use these to support their budget. (2) to note the management adjustments set out in Appendix 3 to the report will be used to set the General Services revenue budget for 2024/25 and assist with future projected budget gaps. (3) that the Council Tax will be frozen for financial year 2024/25. This means that the Band D Council Tax rate will remain at £1,398.98. (4) the proposed updated capital plan as set out in Appendix 5 to the report from 2024/25. (5) to approve the 2024/25 West Dunbartonshire Leisure Trust management Fee of £3,658,373. (6) to note the Council had already committed £5.332m of reserves at the December Council. (7) the additional use of reserves to help balance the 2024/25 budget as follows: a. Permanent use of reserves of £934,000. b. Temporary use of reserves £3.077 million. (8) a report will be brought to Council in June to provide an update on the £62.7m of additional funding to be distributed to local government and for options to replenish the Council’s reserves. Page 34
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(9) the Administration’s savings, growth items and other measures to close the budget gap as appended to this motion (shown as Appendix 1 to these Minutes). (10) to note that option RN06 relating to Bowling Club savings will not be taken for 2024/25, but agree Council Officers will work with the bowling clubs to assess how best to support their long term future as some clubs have very few members and significant running costs. (11) EDU05: The introduction of the Early Start Clubs, costs will be reduced from those proposed to a charge of £2 per session for pupils not entitled to free school meals and to abolish the charge for those pupils who are entitled to free school meals. The Education Service will consult with service users on fee rates including any possible variation for siblings. (12) EDU09: The proposal was to close St Eunan’s and Linnvale Out of School Care services due to low usage. However, feedback suggests that parents really value the service and would be willing to pay more to retain it. Therefore, the fees will increase by £3 per session from April 2024. Thereafter for 2025/26 the fees will increase to cover the cost of the service. (13) the underfunding of Local Government is unlikely to change over the next three years and all community organisations, whether impacted by savings or not, should be are aware of the Council’s expected financial challenges. It would be prudent for them to proactively explore alternative funding sources to help ensure their future sustainability. (14) to note the Council has established four new funds designed to support communities and help those community organisations affected by changes to their funding. These include: a. A £250,000 Community Success Revenue Fund; b. A £100,000 Youth Success Revenue Fund; c. A £150,000 Community Success Capital Fund; and d. A £250,000 Community Sports Success Capital Fund (15) in terms of the additional increase to sales, fees and charges, this will apply to all services with the exception of School Meals which will have the 4% applied that was agreed at Council in December. At this point in the meeting Councillor Dickson, McColl, Scanlan and Docherty each requested an adjournment of the meeting to allow consideration of the motion. The Provost declined the request. As an amendment, Councillor Dickson moved:- Council agrees the recommendations at 2.1 of the report, subject to the following provisions. Page 35
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Council agrees to freeze Council Tax and accept the Scottish Government’s £2.219m of funding to do so. This funding, which has been baselined for future years and is recurring in terms of our budget gap projections, offsets a potential Council Tax rise of more than 5%; this Council Tax freeze is fully funded this year and going forward into future years. Council notes the £8.366m budget gap and agrees the £1.719m growth items alongside political decisions to balance the budget appended to this motion (shown as Appendix 2 to these Minutes). Westminster policies designed to benefit London and the Southeast of England continue to damage the wider economy, and it is our citizens who are suffering. As a Council we have a moral obligation to do everything we can to protect public services and make things easier for people in the face of the cost of living, or more accurately the cost of the union crisis. To that end, this SNP budget includes no cuts to services and no redundancies. The SNP budget also provides £403k for an in-year community investment fund. The purpose of this fund is twofold. Firstly, it provides free reserves for the Council to spend on activities that will benefit our communities. Councillors and Officers bring proposals to Council and Committee through motions or reports throughout the year, and this funding will be available to assist in delivering these policy proposals. Secondly, it will allow the Council to slow down the current rush to transfer or lease community facilities and enable a more open and transparent process to be developed. To this end, Council asks that a report be brought to a future Council or IRED Committee for the purpose of: • Outlining the current process being followed for leasing/community asset transfer. • Proposing changes to the process to facilitate proper discussions with current users of facilities prior to bringing reports to committee for agreement. • Proposing any further changes that can make the process more transparent and provide Councillors with the information we require to make informed decisions. In agreeing this 2024/25 budget, Council notes that we are reducing the projected 2025/26 budget gap by £3.961m and the 2026/27 budget gap by £4.011m. Page 36
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At this point in the meeting, Councillor Rooney’s motion was seconded by Councillor McGinty and Councillor Dickson’s amendment was seconded by Councillor Scanlan. On a roll call vote being taken 8 Members voted for the amendment, namely Councillors Dickson, Docherty, McColl, Murray Conaghan, Oxley, Pollock, Scanlan and Traynor, and 11 Members voted for the motion, namely Provost McAllister and Councillors Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Rooney, Sorrell and Steel. The motion was accordingly declared carried. One Member abstained from voting, namely Councillor Bollan. The motion was declared carried. Councillor Bollan, having failed to find a seconder for a proposed second amendment asked for his dissent to be recorded in respect of this item. CAPITAL STRATEGY 2024/25 TO 2032/33 A report was submitted by the Chief Officer – Resources providing an updated Capital Strategy for the period 2024/25 to 2032/33 and seeking its approval. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed to approve West Dunbartonshire Council’s updated capital strategy for the period 2024/25 to 2032/33. Note: Councillor McKay left the meeting at this point. HOUSING REVENUE ACCOUNT (HRA) CAPITAL INVESTMENT PROGRAMME, REVENUE BUDGET, AND RENT LEVELS FOR 2024/25 A report was submitted by Chief Officer – Housing and Employability:- (a) seeking approval of the proposed HRA Capital Investment Programme and the HRA Revenue Budget for 2024/25; and (b) seeking agreement of the level of weekly rent increase for 2024/25. After discussion and having heard the Chief Officer – Housing and Employability in further explanation and in answer to Members’ questions, Council agreed. (1) to note the progress made in the HRA capital programme for 2023/24 as detailed in Appendix 1 to the report; (2) to approve the HRA Capital Investment Plan 2024/25 – 2028/29 as detailed in Appendix 2 to the report; (3) to approve the HRA revenue budget for 2024/25 as detailed in Appendices 3 and 4 to the report; Page 37
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(4) to approve a 6.7% weekly house rent increase for 2024/25 at an average £5.94 on a 52-week basis (£6.58 on a 47-week basis) inclusive of homes used as emergency homeless temporary accommodation; (5) to a approve a 6.7% weekly Gypsy Travellers site rent increase, increasing pitch rent by £5.37 to £85.46 on a 52-week basis (£5.94 to £94.55 per week on a 47-week basis); (6) to approve a 6.7% lock up rent increase, increasing rent by £0.38 to £6.04 per week on a 52-week basis (£0.42 on a 47-week basis to £6.68); (7) to note the outcome of the tenant consultation process as detailed in Appendix 5 to the report ; (8) to note the increase in the prudential reserve target for 2024/25 (from £0.984m to £1.064m); (9) to note that the HRA continues to face considerable cost pressures and that the latest forecast is for HRA to draw reserves of £2.140m to balance the 2023/24 revenue budget with closing reserves forecast at circa £0.500m; and (10) to note that work will continue in 2023/24 and 2024/25 to identify and deliver further general efficiencies across all areas of the housing budget that will allow reserves to be replenished and maintained in line with the prudential target (as detailed in Appendix 3 to these Minutes). DUMBARTON COMMON GOOD BUDGET UPDATE 2024/25 A report were submitted by the Chief Officer – Resources:- (a) providing an update on the 2023/24 Dumbarton Common Good budget; and (b) seeking approval for a revised 2024/25 budget and indicative budgets for 2025/26 and 2026/27. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the Dumbarton Common Good 2023/24 outturn is currently projected to be a deficit of £126,791; (2) to approve the indicative 2024/25 budget of £455,949 expenditure against projected income of £322,446 representing a budgeted deficit of £133,503; Page 38
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(3) to approve the inclusion of a budget of £53,465 in 2023/24 reducing to £31,494 in 2024/25 to fund ongoing security costs at 7 Overburn Ave; (4) to note the indicative budgets to 2026/27 as set out in Appendix 1; (5) to note the projected balances available for carry forward of £498,105 at 31 March 2024 and £364,602 at 31 March 2025 (based upon the revised draft 2024/25 budget); and (6) to note that a comprehensive review of the recurring annual grant awards will be carried out during 2024/25. The meeting closed at 8.03 p.m. Page 39
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AUDIT COMMITTEE At a Meeting of the Audit Committee held in the Civic Space, 16 Church Street, Dumbarton, on Wednesday, 13 December 2023 at 2.00 p.m. Present: Councillors Ian Dickson, Jonathan McColl and Martin Rooney. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Julie Slavin, Chief Finance Officer - Health and Social Care Partnership (HSCP); Andi Priestman, Shared Service Manager – Audit and Fraud; Stephen Daly, Citizen and Digital Manager and Lynn Straker, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Karen Murray Conaghan1, James McElhill, Michelle McGinty, John Millar and Hazel Sorrell, and Lay Member Mr Christopher Johnstone. Councillor Jonathan McColl in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETINGS The Minutes of Meetings of the Audit Committee held on 3 May 2023 and 9 August 2023 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. INTERNAL AUDIT PLAN 2023/24 – PROGRESS TO 15 NOVEMBER 2023 1 As corrected by the Audit Committee at its meeting on 21 February 2024. ITEM 6 Page 41
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A report was submitted by Chief Officer – Resources advising of progress at 15 November 2023 against the Internal Audit Plan for 2023/24, of recently issued Internal Audit reports and action plans and the status of implementation progress in relation to action plans from previously issued Internal Audit reports. After discussion and having heard the Shared Service Manager – Audit and Fraud in further explanation and in answer to Members’ questions, the Committee agreed to note the contents of the report. TREASURY MANAGEMENT ANNUAL REPORT 2022/2023 A report was submitted by Chief Officer – Resources advising of the operation of the treasury function and its activities for 2022/23 and requesting that the report is remitted to full Council for approval. After discussion and having heard the Chief Officer - Resources in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the annual report on treasury Management for 2022/23; and (2) to remit the report to the Full Council for approval. TREASURY MANAGEMENT MID-YEAR REPORT 2023/24 A report was submitted by Chief Officer – Resources advising of the operation of the treasury function and its activities to 30 September 2023 and requesting that the report is remitted to full Council for approval. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the treasury management stewardship information within the appended report; (2) to note the 2023/24 revised estimates of treasury and prudential indicators as advised within the appended report (Tables A, B, C, D, E, F, H, L and N); and (3) to remit the report to the Full Council for approval. SCOTTISH PUBLIC SERVICES OMBUDSMAN COMPLAINTS REPORT 2022/23 A report was submitted by Chief Officer – Citizen, Culture and Facilities presenting the Scottish Public Services Ombudsman (SPSO) report on complaints handling by West Dunbartonshire Council for the year 1 April 2022 – 31 March 2023. Page 42
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After discussion and having heard the Citizen and Digital Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the contents of the report and the ongoing commitment at a service and strategic level to monitor complaints and ensure compliance with Scottish Public Services Ombudsman (SPSO) timelines. The meeting closed at 2.18 p.m. Page 43
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WEST DUNBARTONSHIRE COUNCIL Report by Planning, Building Standards and Environmental Health Manager Council: 27th March 2024 _____________________________________________________________ DC23/149/FUL: Erection of 128 residential homes, associated roads, infrastructure and open space on existing brownfield site, Residential Development Site, Abbotsford Road, Clydebank by Miller Homes. 1. REASON FOR REPORT 1.1 This report relates to a planning application for a national development and as the application site sits within the Clyde Mission area as set out in National Planning Framework 4. There is a statutory requirement for applications of this nature to be determined by the full Council. 2 RECOMMENDATION 2.1 That the Council approve planning permission subject to the conditions set out in Section 9 of Appendix 1 report and the additional condition detailed in Section 4.5 of this report. 3 BACKGROUND 3.1 Planning permission is sought for the construction of one hundred and twenty eight houses and associated works. The planning application is a national development as set out in the Schedule to the Town and Country Planning (Hierarchy of Developments) (Scotland) Regulations 2009 as the application site sits within the Clyde Mission area as set out in National Planning Framework 4. Under the terms of Section 38A of the Town and Country Planning (Scotland) Act 1997 (as amended), such applications require a pre- determination hearing, and other legislation requires that such applications be determined by the full Council. In accordance with the Council’s procedures, a pre-determination hearing took place at the Planning Committee on 17th January 2024. 4 MAIN ISSUES 4.1 A copy of the report presented to the Planning Committee is provided in Appendix 1. Sections 6 and 7 of that report set out the planning policies and other material considerations relevant to the application. The report concludes that the site is within the defined town centre and whilst not an allocated site for housing, National Planning Framework 4 encourages vitality and viability of town centres through town centre living. Subject to the appropriate use of conditions, the proposed development is acceptable. ITEM 8 Page 45
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The layout and design of the development has been developed to ensure that it integrates with the existing form as well as creating a high quality development which enhances the local area whilst also taking into consideration the constraints of the site. The development will provide much needed housing in a central town centre location with good connections to the surrounding area and wider green network. 4.2 The proposal will result in a high quality residential development. It is acknowledged that whilst contrary to specific aspects of the Development Plan in respect of the retail development opportunity allocation in the adopted Local Plan, the aspirations for the site have evolved since this Plan was prepared. The Clydebank Town Centre Development Framework 2021 identifies the need for residential development within the town centre with the Playdrome site itself is shown as a residential site within the Priority Phase 1. The proposed development will deliver this priority. The proposal is not an allocated residential development opportunity in the Local Development Plan and thus does not fully accord with the requirements of Policy 16 of NPF4. However, considering NPF4 as a whole, the proposal is considered to be in accordance with the spatial aims most notably in respect of Clyde Mission, redeveloping brownfield sites, contributing to town centre living and 20 minute neighbourhoods. 4.3 The proposed redevelopment of this prominent brownfield site within the town centre site with one hundred and twenty eight new dwellings in a mix of two, three and four bedroom homes is welcomed. The proposal will result in a high quality and permeable development creating positive relationships with adjacent streets and spaces. The proposed development will also bring residents into the town centre, supporting the economy of the town centre and adjacent community uses. 4.4 At the pre-determination hearing Ms Marie McNair MSP and Ms Fiona McInnes the Chief Executive of the Clydebank Co-operative Society addressed the Committee. The issues raised at the hearing reflected the matters covered in Section 5 of the Planning Committee report. A further email letter from the Clydebank Co-operative Society was circulated to the Planning Committee members regarding access arrangements during construction to existing car parks and properties via Abbotsford Road. Concern by Marie McNair MSP was raised about the loss of parking, breach of planning policies and the availability of alternative sites. The Clydebank Co- operative Society whilst welcoming new homes, highlighted the insufficient parking for new residents that many of their customers relied on the carpark, potential overspill of long stay parking into their car park and the development could impact on the viability of the shopping centre. The Applicant, Miller Homes Ltd, also addressed the Committee and indicated that the site was deemed to be an acceptable location for a housing site and indicated that they had worked with adjacent uses such as the Church, Credit Union, Salvation Army to give additional parking spaces and maintain access during construction. Page 46
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4.5 The Planning Committee members heard from the Planning and Building Standards and Environmental Health Manager and the Chief Officer – Roads and Neighbourhoods regarding the available capacity of parking within the vicinity of the shopping centre and proximity of sustainable and active travel infrastructure. After discussion the Planning Committee recommended that the application be referred to the full Council for determination, expressing the provisional view that the application should be approved with the conditions indicated within Section 9 of the Planning Committee Report (Appendix 1) and the additional condition - “That at all times, during the construction of the development, vehicular and pedestrian access shall remain available via Abbotsford Road, or any other equivalent access road, to all existing properties which were, at the time of granting planning permission, accessed via Abbotsford Road.” 5. People Implications 5.1 There are no personnel issues. 6. Financial and Procurement Implications 6.1 There are no financial or procurement implications. 7. Risk Analysis 7.1 No risks have been identified. 8. Equalities Impact Assessment (EIA) 8.1 There is no equalities impact. 9. Environmental Sustainability 9.1 A Strategic Environmental Assessment is not required. 10. Consultation 10.1 Publicity and consultation have been carried out in line with the requirements of the planning regulations. Three representations have been received and these are summarised in Section 5 of the Planning Committee report (Appendix 1). 11. Strategic Assessment 11.1 The proposed development complies with the strategic priorities of the Council in particular: • Our Communities Resilient and Thriving • Our Environment A Greener Future • Our Economy Strong and Flourishing Page 47
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Pamela Clifford Planning, Building Standards and Environmental Health Manager Date: 27th March 2024 ___________________________________________________________________ Person to Contact: Pamela Clifford, Planning, Building Standards and Environmental Health Manager Pamela.Clifford@west-dunbarton.gov.uk 07774428221 Appendices: Appendix 1 - Planning Committee Report: 17th January 2024 - DC123/203 Background Papers: None Wards Affected: Ward 6 (Clydebank Waterfront) Page 48
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WEST DUNBARTONSHIRE COUNCIL Report by Planning, Building Standards and Environmental Health Manager Planning Committee: 17th January 2024 DC23/149/FUL: Erection of 128 residential homes, associated roads, infrastructure and open space on existing brownfield site, Residential Development Site, Abbotsford Road, Clydebank by Miller Homes. 1. REASON FOR REPORT 1.1 The planning application is a national development as set out in the Schedule to the Town and Country Planning (Hierarchy of Developments) (Scotland) Regulations 2009 as the application site sits within the Clyde Mission area as set out in National Planning Framework 4. Under the terms of the approved Scheme of Delegation, it therefore requires to be considered by the Planning Committee before being determined by the Council. 2. RECOMMENDATION 2.1 That the Planning Committee hears the applicant and those who have made representations and refers the application to full Council for determination with a preliminary recommendation, based on the information considered to date, that it be approved, subject to the conditions in Section 9 below. 3. DEVELOPMENT DETAILS 3.1 The application site is located within the town centre of Clydebank, on the site of the former Playdrome Leisure Centre and car park, and extends to approximately 3.56 hectares in size. The site’s northern boundary adjoins the Forth and Clyde Canal which is a scheduled monument. To the east is Argyll Road and to the south is Chalmers Street with the elevated Helensburgh to Glasgow railway line beyond. To the west of the site is Abbotsford Road and the rear of commercial units associated with Alexander Street. The surrounding uses are predominantly community and retail based, with residential properties located opposite of Argyll Road. 3.2 The Playdrome Leisure Centre closed in 2017 and following the opening of a new Leisure Centre on Queens Quay. Works to demolish the building and clear the site were completed in early 2022. The majority of the application site now lays vacant with a mix of hardstanding, hardcore areas that are starting to green following demolition as well as existing amenity planting throughout the site as well as around the boundary. The application site also incorporates Abbotsford Road which remains open together with a car park located to the west of Abbotsford Road. These spaces are currently used by visitors to facilities nearby including the Clyde Shopping Centre. APPENDIX 1 Page 49
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The turning area adjacent to the existing Clydebank Waterfront Parish Church which is accessed via Abbotsford Road is also included in the development site. 3.3 Planning permission is sought for the construction of one hundred and twenty eight houses and associated works. The development comprises of a range of dwelling sizes including fourteen, two bedroomed properties, one hundred and thirteen three bedroom properties and one, four bedroom property. These are mixed across the site between semi-detached and terraced properties. There are eight different house types across the mostly flat site which would be a mix of two and three storey in height. External materials are proposed to comprise of grey concrete roof tiles, facing bricks together with dark grey uPVC windows and doors. Each property will feature adjacent parking either within street bays or parking courts as well as private garden areas. Rear gardens will be defined by 1800mm high timber slatted fences as well as 800mm timber dividing fue fences. Boundary fences will also include localised sections of acoustic fencing to a maximum height of 3 metres. The terraced blocks which spans Chalmers Street and Argyll Road incorporated a feature corner property in order to allow the terrace to curve around the corner. These properties will be outward facing from the site. Along Abbotsford Road, and more briefly along Chalmers Road, the configuration of the three storey townhouses creates a saw tooth style arrangement due to the gable facing front elevation. The remainder of the houses predominately have their principle elevation to the internal roads and paths of the site. Other design features such a canopies, solar panels and Juliette balconies are proposed on various house types. 3.4 There is one existing vehicular access point on Chalmers Street from which it is proposed to maintain and extend site access from. The access from Chalmers Street, onto Abbotsford Road also serves an existing car park as well as access to the rear of commercial properties and this access is retained as part of the development as is access to the Church. As noted above, each house is proposed to have its own dedicated parking space meaning one hundred and twenty eight spaces are provided with an additional twenty two visitor parking spaces located throughout the development. Three electric vehicle charging points are proposed to be located within these visitor parking spaces. Twenty eight further spaces are proposed to be created to serve the existing properties including the adjacent Credit Union, Salvation Army and Church of Scotland – Waterfront Parish Church buildings. Internally to the site, four new roads are to be created as well as an internal car park. There are a network of new footpaths proposed throughout the site with six pedestrian links to the wider surrounding area. 3.5 The proposal features open and amenity green space. This is principally comprised of a large area of open space which incorporates play provision to the north of the site and an area of open space within a linear park running along the western boundary of the site, totalling an area in excess of 6700sqm. Additionally, the eastern and western boundaries of the site have green strips between the housing and the boundary which allows for much of the existing boundary treatment to be retained. Small pockets of green space are also proposed throughout the internal layout of the site. Page 50
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3.6 In support of the application, the applicant has submitted a range of supporting documentation and information including a Supporting Statement, NPF4 Assessment, Response to Clyde Mission, Pre-application Consultation Report, Design and Access Statement, Transport Statement, Travel Plan, Tree Report, Ecological Constraints Survey, Energy Statement, Statement of Community Benefit, Noise Impact Assessment, Factoring and Management Proposal and 3rd Party Access Statement. 4. CONSULTATIONS 4.1 West Dunbartonshire Council Roads Service have no objection to the proposal in respect of roads and parking, other than the proposed temporary construction access. No objections on flooding matters. 4.2 West Dunbartonshire Council Environmental Health Service have no objections subject to conditions relating to an updated report on contaminated land, further associated contaminated land conditions, an updated Noise Impact Assessment, construction noise, hours of work, piling, dust control, air quality, lighting and waste. 4.3 West Dunbartonshire Council Biodiversity Officer has no objections to the proposed development. 4.4 West Dunbartonshire Council Dept. Of Education and Cultural Services have no objections to the proposed development based on the capacity and current roll numbers for high schools and primary schools within the area. 4.5 Historic Environment Scotland have no objections to the proposed development but note the need for Scheduled Monument Consent in relation to works located within the scheduled area of the Forth and Clyde Canal. 4.6 Glasgow Airport no objections but note that the use of a crane will require consultation with the airport. 4.7 Scottish Canals have no objections to the proposed development. 4.8 The Coal Authority have no objections to the proposed development further to the submitted letter confirming that the thick coal seam outcrop is not expected to bisect this site, specifically owing to a fault. 4.9 Scottish Water, Scottish Power, Scottish Environmental Protection Agency (SEPA), Strathclyde Partnership for Transport (SPT) and West of Scotland Archaeology Service have no objections to the proposed development. 5. REPRESENTATIONS 5.1 Three representations have been received in connection with the proposed development which includes objection submitted on behalf of Marie McNair MSP, the Clydebank Co-operative Society and one member of the public. Page 51
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The full details are contained within the planning file and are available for public viewing. However, the points raised can be summarised as follows: • The proposal will have a significant negative impact to the local area. • This application will virtually erode the car parking spaces that remain. • The proposed development fails to meet the West Dunbartonshire Council parking standards. • There will be a loss of 192 spaces including 5 accessible spaces which service local shops and businesses at the Clydebank Shopping Centre. • Local businesses which will be impacted are against this proposal as are those who use this car park and visit Clydebank Shopping Centre for social activities and essential shopping. • There will be more limited entry for those who depend on travelling by car to Clydebank Shopping Centre where business and employment are already being hit by online and city traders. • An approval would have an adverse impact on the economic welfare, not only to Clydebank Shopping Centre, but to the community of Clydebank. • The removal of the car parking will seriously undermine active travel, as this facility is used by the public who commute from Clydebank train station for work and leisure. 5.2 The matters raised above are considered and addressed in Sections 6 and 7 below. 6. ASSESSMENT AGAINST THE DEVELOPMENT PLAN National Planning Policy Framework 4 6.1 Eighteen National Developments have been identified within NPF4. These are significant developments of national importance that will help deliver the spatial strategy. NPF4 highlights that National Development status does not grant planning permission and all relevant consents are required. Clyde Mission is a national development focused on the Clyde and an area up to 500 metres from the river edge. One of the aims is to repurpose and reinvigorate brownfield land and support local living. The site lies partly within the Clyde Mission area and the proposed development will revitalise a vacant brownfield site within the town centre and Clyde Mission area. 6.2 Policy 1 relates to tackling the climate and nature crises and states that when considering all development proposals significant weight will be given to the global climate and nature crises. Policy 2 also relates to the climate in the form of climate mitigation and adaptation and states development proposals will be sited and designed to minimise lifecycle greenhouse gas emissions as far as possible and development proposals will be sited and designed to adapt to current and future risks from climate change. 6.3 Policy 3 requires development proposals to contribute to the enhancement of biodiversity. The policy goes on to set out the requirement for proposals for national and major development to demonstrate that it will conserve, restore and enhance biodiversity. Page 52
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Policy 7 addresses the historic environment and supports development affecting scheduled monuments where direct impacts on the scheduled monument are avoided, and significant adverse impacts on the integrity of the setting of a scheduled monument are avoided. 6.4 As the site has been previously developed, Policy 9 addressing brownfield, vacant and derelict land applies. Development proposals that will result in the sustainable reuse of brownfield land including vacant and derelict land and buildings, whether permanent or temporary, will be supported. 6.5 Policy 13 supports proposals to improve, enhance or provide active travel infrastructure, public transport infrastructure or multi-modal hubs. This includes proposals for electric vehicle charging infrastructure. 6.6 Development proposals will be designed to improve the quality of an area whether in urban or rural locations and regardless of scale as per Policy 14. Policy 15 relates to local living and 20 minute neighbourhoods. Development proposal will contribute to local living including, where relevant, 20 minute neighbourhoods. Consideration will be given to existing settlement pattern, and the level and quality of interconnectivity of the proposed development with the surrounding area, including local access to affordable and accessible housing options, ability to age in place and housing diversity. 6.7 Policy 16 relates to quality homes. Part (b) requires development proposals that include 50 or more homes to be accompanied by a statement of Community benefit. Part (c) supports proposals for new homes that improve choice, this includes a range of size of homes. Part (f) states that development proposals for new homes on land not allocated for housing in the Local Development Plan will only be supported in limited circumstances where: the proposal is supported by an agreed timescale for build-out; the proposal is otherwise consistent with the plan spatial strategy and other relevant policies including local living and 20 minute neighbourhoods; and either delivery of sites is happening earlier than identified in the deliverable housing land pipeline, the proposal is consistent with policy on rural homes, is for smaller scale opportunities within an existing development or the proposal is for the delivery of less than 50 affordable homes as part of a local authority supported affordable housing plan. 6.8 Green infrastructure is considered through Policy 20. Proposals incorporating new or enhanced blue and/or green infrastructure will be supported. Where appropriate, this will be an integral element of the design that responds to local circumstances 6.9 Policy 21 relates to play, recreation and sport and requires development proposals that are likely to be occupied or used by children and young people to be incorporate well designed, good quality provision for play at an appropriate scale. New streets should be inclusive and enable children and young people to play in the neighbourhood. New play provision will as far incorporate a range of requirements including being accessible. Page 53
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6.10 Policy 22 - Flood risk and water management states that proposals will not increase the risk of surface water flooding to others, or itself be at risk; manage all rain and surface water through sustainable urban drainage systems (SUDS), and seek to minimise the area of impermeable surface. Policy 23 does not support proposals which are likely to raise unacceptable noise issues. The agent of change principle applies to noise sensitive development. Policy 24 supports proposals that incorporate appropriate, universal, and future-proofed digital infrastructure. 6.11 Policy 27 - City, town, local and commercial centres part (e) relates to town centre living. Development proposals for residential development within city/town centres will be supported, including new build residential development. 6.12 The proposed development lies partly within the Clyde Mission area where the redevelopment of underused brownfield sites is supported. Following a policy assessment, it is concluded that the detail of the proposal is supported by NPF4 and is assessed fully in Section 7 below. West Dunbartonshire Adopted Local Plan 2010 6.13 Policy UR1 encourages the redevelopment and re-use of underused, vacant and/or derelict land and buildings for appropriate uses such as housing. Policy RD1 give preference to residential development on brownfield sites within the urban area rather than on greenfield land. 6.14 Policy H4 sets out standards expected of residential development, requiring high quality design in the range of house types and sizes and in terms of form, layout and materials. Policy H5 safeguards and where possible enhances the character and amenity of existing residential area. Policy GD1 seeks to ensure that all new development is of a high quality of design and respects the character and amenity of the area. 6.15 The site is listed in Schedule RET4 – Retail Development Opportunities. RET4(2) is identified as being an opportunity for the erection of a Class 1 superstore of 8000sqm. These opportunity sites will be supported by the Council for retail development subject to conformity with the provisions of Policy RET 2 and other Local Plan policies. 6.16 Policy RET5 seeks to improve the environment of the town centre of Clydebank in partnership with other agencies. Applications for non-retail uses within the designated town centres, will be favourably considered where they contribute to the vitality and viability of the town centre and do not conflict with other Local Plan policies. 6.17 Policy BE 5 relates to Scheduled Ancient Monuments and other Archaeological Sites. As the Forth and Clyde Canal is scheduled monument this policy applies. Policy R4 – Forth and Clyde Canal also applies. Part A of this policy states there will be a general presumption against development which is not compatible with the objective of protecting and improving the recreational and navigational amenity of the canal. Page 54
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Part C encourages recreational and sporting activities adjacent to the canal. Part D relates to footpaths on the offside and Part F seeks to orientate development towards and integrate with the canal. Policy BE2 seeks to ensure that the setting of any listed building is not adversely affected. 6.18 Policy R2 specifies the open space provision required for all developments. Assessment of open space requirements has been undertaken against the more updated “The Green Network and Green Infrastructure Guidance - November 2022 as set out in Section 7 below. 6.19 Policy T1 and T4 requires sites to be integrated with sustainable travel. Policy E1 relates to the Council’s biodiversity duty and Policy E5 requires new development proposals to consider impacts on trees and incorporate suitable tree planting. Policies F1 and F2 aim to ensure that new development is not at risk from, and does not increase the risk of flooding, and has suitable SUDS drainage infrastructure. Policy DC7 supports the inclusion of on-site micro- renewable technologies. 6.20 As the site is identified within the adopted Local Plan as a retail development opportunity, the proposed residential development is contrary to the Plan. Following a full assessment of the application proposal, it is considered that the material considerations are such that a departure from the adopted Local Plan can be justified. This assessment is set out fully in Section 7 below. 7. ASSESSMENT AGAINST MATERIAL CONSIDERATIONS West Dunbartonshire Local Development Plan (LDP2) Proposed Plan 7.1 On 15 March 2023, the Planning Committee took a decision that the Council would not adopt Local Development Plan 2. The Proposed Local Development Plan 2 (LDP2), incorporating the recommended modifications of the Examination Report received on 22 April 2020, which were accepted by the Planning Committee of 19 August 2020, remains the Council’s most up to date spatial strategy and is therefore afforded significant weight in the assessment and determination of planning applications, subject to compatibility with NPF4. The Scottish Ministers’ Direction relating to the adoption of LDP2, dated 18 December 2020, is also a material consideration. 7.2 The Clydebank Town Centre Development Strategy supports a range of development including: • Maintaining the Clyde Shopping Centre as an attractive retail core while allowing a greater mix of uses throughout the Town Centre; • Developing a stronger evening economy, leisure opportunities and greater residential development within and around the Town Centre; • Transforming the area around the Forth and Clyde Canal as a focal point and multi-functional area for recreation which connects people again with the Canal; and • Development of the former Playdrome site. Page 55
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7.3 Clydebank Policy 3 encourages a mix of uses on the Playdrome site that deliver high quality place-making and design standards. Development proposals should align with the site briefs and Clydebank Can Guidance. On the Playdrome site, development proposals for retail units that integrate with and provide a strong frontage and relationship with the Canal, in accordance with Policies WD1 and FCC1, will be supported. 7.4 Clydebank Proposal 1, Co-operative Building relates to proposal for the Co- operative Building but also its setting and character for proposals in the surrounding area due to its Category B listing. 7.5 Policy CP1 seeks to ensure that housing is of a high quality, adaptable and is designed to be suitable for a mix of occupants. It indicates that all new development will be expected to contribute towards creating successful places by having regard to the six qualities of a successful place (distinctive, adaptable, resource efficient, easy to get to/move around, safe and pleasant, and welcoming). Policy CP2 requires the integration and consideration of green infrastructure from the outset of the design process through to its maintenance and stewardship of the resource. 7.6 Policy H4 relates to residential amenity. The policy states that the Council will protect, preserve and enhance the residential character and amenity of existing residential areas at all times. 7.7 Other Town Centre areas (non-core town centre) are covered in Policy SC3. Proposals for non-retail uses, including housing will be supported in these areas where the development encourages visits to the Town Centre and are appropriate to the Town Centre’s role and function. 7.8 As the proposal area is within the scheduled area for the Forth and Clyde Canal, applies. Policy BE1 states that where development would adversely affect a scheduled monument or the integrity of the setting of a scheduled monument, permission will only be granted where there are exceptional circumstances. Policy FCC1 also relates to the canal and seeks to enhance this green network asset. Development that would have an adverse impact on the canal or its setting will not be permitted. 7.9 Policies GI2 and GI4 relate to green infrastructure. Policy GI2 requires new development to meet with the open space standards set out within the policy. Where a development has difficulty providing these standards on site, or where a relaxation of the standards can be justified, developers will require to accord with Policy GI4 and provide a contribution towards the types of projects outlined within the policy and detailed in the Green Network and Green Infrastructure Planning Guidance. GI4 sets out the requirements for Developer Contributions. Policy CP2 requires the integration and consideration of green infrastructure from the outset of the design process through to its maintenance and stewardship of the resource. Page 56
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7.10 Policies ENV1, ENV4, and ENV6 are all similar to the ecology and tree, water environment and flooding policies of the adopted Local Plan. Policy ENV8 requires developments to address air quality, lighting and noise as part of the planning process, whilst policy ENV9 requires all potentially contaminated sites to be remediated where necessary to ensure that the site is suitable for the intended use. 7.11 Policy CON1 requires that significant travel generating uses are designed to encourage sustainable transport. CON3 encourages improvements to core paths, natural routes and access and Policy CON4 sets out a need for all developments to install sufficient broadband provisions. 7.12 RE4 encourages micro-generation within or associated with individual properties and Policy RE5 relates to low and zero carbon buildings and states that new buildings should conform to the sustainability standards. 7.13 It is considered that the development proposal being assessed complies with the relevant policies and development strategy as addressed below. Creating Places Guidance and Green Network and Green Infrastructure Guidance 7.14 The Creating Places Guidance – November 2022 seeks to achieve high quality development with a design led approach based on a thorough appraisal of the site and an analysis of its context, and sets out that this is expected for all development proposals. The proposal has been informed by a comprehensive pre-application process as encourage by the Guidance. This has resulted in a development proposal that achieves a high quality design that responds to the local context and accords with the approach set out in the Creating Places Guidance. 7.15 The Green Network and Green Infrastructure Guidance - November 2022 seeks to ensure that the proposal also integrates landscaping and green infrastructure as part of the setting of the new development and open space created. This will include a focus on biodiversity enhancement. The on-site provision follows the above Guidance in respect of residential development proposals. The open space also integrates with the wider green network adjacent inclusive of pathway connections and accords with the above Guidance. Clydebank Town Centre Development Framework 2021 7.16 This document provides a framework for Clydebank town centre to deliver the social and cultural ambitions of the community. The document identifies that what is needed now, amongst other things, is residential development within the town centre. The Playdrome site itself is shown as a residential site within the Priority Phase 1 within this document. Also identified within the vision for Clydebank Town Centre is the reconnection of the new “centre” with the canal, the river and transport infrastructure to create a new public “heart” for the town. One of the key concepts of this is a new linear park connecting the town centre to Queens Quay and the Forth & Clyde Canal which is brought forward as part of this application. Page 57
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Whilst the Framework sets out a development mix of flatted blocks together with family housing, the proposal being considered does not include flats nor does it incorporate some ground floor active uses to key edges and corners of the site as identified in the Framework as a potential approach, overall, the development is supported by the Framework. Principle of Development 7.17 The site is a brownfield site within the town centre of Clydebank. It is not specifically identified in either the adopted Local Plan (LP) or the proposed Local Development Plan 2 (LDP2) as a residential development opportunity. Whilst not identified as a residential development opportunity, the sustainable re-use of brownfield land is supported through Policy 9 of NPF4. Policy 16 requires development proposals for 50 or more homes to be supported by a Statement of Community Benefit and this has been provided by the applicant. The Statement demonstrates that the proposal meets local housing requirements, enhances local infrastructure and improves the residential amenity of the surrounding area and brings residential development back into the town centre. Policy 16 also supports development proposals for new homes on land not allocated for housing where they are supported by an agreed timescale for build-out, that the proposal is otherwise consistent with the plan spatial strategy and other relevant policies including local living and 20 minute neighbourhoods. However Policy 16 also requires housing on allocated sites to either be delivery of sites earlier than identified in the plan, consistent with policy on rural homes, for smaller scale opportunities, or for less than 50 affordable homes as part of a local authority supported affordable housing plan. This proposal does not fit into any of these categories however it should be acknowledged that the aspirations for the site have changed since both the adopted Local Plan and proposed Local Development Plan 2 were written. West Dunbartonshire Council’s 2021 Clydebank Town Centre Development Framework identifies the former Playdrome site as a site primarily for residential development and is supported by Policy 15 encouraging local living. 7.18 The site now also sits within the Clyde Mission Area. The Clyde Mission is focused on the River Clyde and the riverside from South Lanarkshire in the east to Inverclyde and Argyll and Bute in the west and focusing on an area up to around 500 metres from the river edge. Clyde Mission is an ambitious redevelopment programme being taken forward. It is a collective, cross-sector effort and partnership working will help bring forward assets and sites that are ready for redevelopment to sustain a range of uses. Mixed use, including residential and redevelopment of brownfield land is within the designation and classes of development contributing to Clyde Mission. In further assessing the application proposal, it is also noted that this site was first taken to market by this Council in 2009. Given the location of the site within the town centre, the primary focus was to regenerate the site for commercial/retail uses. However, due to a shift in market trends, the site is no longer attractive for such uses. Having attempted to dispose of the site for nine years for commercial uses, it is clear that the site being brought forward for residential uses is the only, current viable development option which also meets the ambitions of Clydebank Development Framework and NPF4. Page 58
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7.19 The proposal to redevelop underused and vacant land is also supported by Policy UR1 of the Local Plan together with Policy RD1 which sets out a preference for residential development on brownfield sites. Policy H2 of proposed LDP2 supports new housing development on sites in Schedules 2 and 3, this Policy does not preclude the development of other sites where appropriate. 7.20 Policy 27 of NPF4 further supports the development of housing on this site. The site is identified as being part of the Town Centre in the adopted Local Plan. Part (e) of Policy 27 supports development proposals for residential development within town centres including new build residential development. Within the LDP2, Policy SC3 supports housing where the development encourages visits to the town centre and are appropriate to the Town Centre’s role and function. The role and function of town centres in general has changed in recent times with a reduction in the floorspace required. A housing development retains people within the town centre, extending its hours of use and increasing its role and vibrancy. The Clydebank Town Centre Development strategy further supports the position of bringing residential development into the town centre by encouraging allowing greater mix of uses throughout the town centre and also identifies the Playdrome site as a site for development. Policy 15 of NPF4 supports development proposals that will contribute to local living including, where relevant, 20 minute neighbourhoods. The provision of new residential properties within an accessible town centre area inclusive of nearby transport links contributes to local living in accordance with the policy. 7.21 Overall, the application site is identified as a retail development opportunity within the adopted Local Plan and not specifically as a residential development opportunity within proposed Local Development Plan 2. Whilst the development does not meet the criteria of Policy 16 of NPF4 more weight should be attached to other NPF4 policies regarding local living, town centre living and the use of brownfield sites. Therefore, the principle of the development of housing on this brownfield site, situated within the town centre of Clydebank and within the Clyde Mission area can be supported. A departure from the development plan can therefore be justified in this instance for the reasons outlined above. Site Layout, Design and Appearance 7.22 New residential layouts require to be well designed, take cognisance of the setting into which they are introduced and provide a high quality environment of well-designed buildings in a setting of gardens and open space whilst recognising the impact on existing neighbouring properties. The site is located within the defined town centre, however, residential areas lie to the east and to the south beyond the railway. To the south, on Whitecrook Street (which has its rear gardens bounding Argyll Road) there are three storey terraced tenement flats and to the south are a mix of two storey, terraced houses as well as four storey blocks of flats although these are blocked from view by the railway line. The proposed development follows the overall theme and pattern of development by emulating the terraced pattern in the locality whilst providing a wider range of housing types in the housing sizes. It is considered that the density of development is compatible with the character and amenity of the wider adjacent residential area and appropriate for a town centre location. Page 59
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7.23 It is recognised that the layout requires to be designed to respond to the constraints of the site, including surrounding roads, commercial properties and the adjacent canal which is a scheduled monument. A large sewer is also located under the northern part of the site fronting the canal. There is one existing vehicular access point which will remain as is with a main loop road extending from this through the new development with further streets spurring off. Pedestrian links are, however, strengthened with multiple pedestrian links to and from the site from Argyll Road as well as a pathway connecting the canal tow path, through the open space and into the site. Whilst the sewer precludes the development of buildings fronting the canal, the development takes the opportunity to locate an area of open space and landscaping next to the canal tow path providing an attractive Canal frontage with pedestrian links to the development and Argyle Road ensuring this area is active. This approach, also reduces any impact upon the Canal as a scheduled monument. Separation is gained between the residential and commercial properties by the inclusion of a linear park. This also provides a green linkage and pedestrian route through what was once a very impenetrable site linking the Canal and Church to the railway station before connecting to Titan Boulevard via Hume Street. The creation of a linear park is a key aspect of the Clydebank Town Centre Development Framework. 7.24 Considering design, the proposed buildings are two and three storeys in height with a variety of different house types which will assist in creating visual interest within the development. The proposed houses will be of a modern design and it is considered that this approach will enhance and contribute positively to the aesthetic of the area. The houses will also feature solar panels incorporated into the roof covers. Whilst the Clydebank Town Centre Development Framework sets out a development mix of flatted blocks together with family housing, the proposal being considered does not include flats. However, the use of three storey buildings to reinforce the edges of the development and maximise density on this town centre site responds to the overall approach set out in the Development Framework. It is therefore considered that the proposed layout has responded to, and made the most of the site and its surrounding environments and what is proposed successfully integrates into the wider area. The built ratio of each plot accords with the requirements of the Council’s Creating Places Guidance (2022) and this ensures a suitable level of garden ground and associated private amenity space is provided for new residents. 7.25 Turning to the proposed materials, the new houses will be finished externally in facing brick and a concrete tile roof. The facing brick details submitted by the applicant comprise of two clay bricks, one in a red tone and one in a buff tone with an industrial appearance. The use of clay bricks provides a high quality visual appearance and this material is a positive addition to the wider development. The use of such a material is in accordance with the established approach taken on other sites where the use of high quality materials has been proposed to ensure the best possible development. The use of appropriate conditions will ensure the acceptable bricks are used as well an appropriate mortar colour. Page 60
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The development has been subject of extensive pre application discussions with the Placemaking Co-ordinator and Planning Officers to ensure it provides a high quality development in terms of layout, design and materials which responds to the town centre location. 7.26 In further considering the appearance of the new development, it is acknowledged that street furniture can have an adverse visual impact and dilute the quality of the appearance of the development if not carefully considered. It is therefore appropriate to attach a condition requiring full details of the siting and position of items such as telecommunications cabinets and grit bins. 7.27 Overall, it is considered that the proposal will create a well-designed and integrated development which will address the six qualities of successful places by having a distinctive identity, forming safe streets, having quality green infrastructure, using high quality materials and being sustainable, all complying with policies GD1, DS1 and CP1 of the adopted and proposed Plans alongside the Residential Development Design Guidance. Impact on the Forth and Clyde Canal 7.28 The site lies adjacent to the Forth and Clyde Canal which is a scheduled monument. The length of the monument is approximately 3 miles (5 km) and runs from the western edge of Old Kilpatrick (on the west) to a point 600m west of the bascule bridge at Linnvale (on the east). The monument includes the entire length in water together with the banks on either side together with the tow path running along the side. It is a superlative example of Georgian civil engineering. It was the first of Scotland's great inland waterways to be constructed (between 1768 and 1790). Policy 7 of NPF4 relates to scheduled monuments and supports development that where direct impacts on scheduled monuments are avoided and significant adverse impacts on the integrity of the setting are avoided. The Canal has much activity surrounding it and this residential development will only enhance this activity. Policy FCC1 of proposed LPD2 and Policy R4 of the Local Plan relate to the Forth and Clyde Canal itself. These policies seek to enhance the green network asset and also encourage recreational activities adjacent to the canal. The play park element of the proposal is adjacent to the Canal which is supported by these policies. Scottish Canals in their consultation response noted that vibro-piling is proposed and that this would require further details. Also details of any public realm lighting in areas adjacent to the Canal are requested as well as litter bins. The requirement for Third Party Works approval is also noted and that access to the Canal should be maintained at all time. It is considered that these points can be addressed by condition. Historic Environment Scotland have no objections to the proposal but note the requirement for Scheduled Monument Consent. West of Scotland Archaeology Service have noted that no archaeological issues arise and no conditions are required. Residential Amenity 7.29 In assessing the amenity of both existing residents within the town centre the site has been cleared of development in the recent past although what was there previously was not a residential development. Page 61
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Whilst the new development will introduce new houses in proximity to existing residential properties where it was previously a leisure centre, the scale and massing of the previous building was significant and the new houses will likely have a lesser impact. It is acknowledged that the new buildings will, however, extend across a larger area of the site than the leisure centre. The row of tenement flats which has their rear gardens facing onto Argyll Road is three storeys in height, with the majority of the proposed development being two storey in height with some three storey properties. It is further considered that there is no adverse impact on daylight or sunlight to the nearest houses will occur due to the separation distances proposed. Window to window relationships within the development itself are also acceptable. The inclusion of a play park within the vicinity will be a positive addition to residential amenity as will the addition of further pedestrian links through the site. The development will undoubtedly bring additional activity to the area, the occupation of new dwellings is not expected to cause any noise or activity beyond that typically found in a town centre area. 7.30 Whilst it is accepted that any construction site will produce an element of short term noise and disruption, the Council’s Environmental Health Service highlight the requirement that the construction of the development is undertaken in a way that ensures that adjacent residential amenity is not adversely affected. A range of conditions are recommended and it is considered appropriate to attach these. These include restricting construction working hours to 8am to 6pm Monday to Friday and 8am to 1pm on Saturdays. Conditions relating to piling and dust control are also recommended. 7.31 In further assessing the amenity of the residents of the new houses proposed there are a number surrounding noise sources due to the sites central location within the existing settlement of Clydebank. In order to address the impact created from the surrounding noise sources, including the adjacent Argyll Road, acoustic fences are proposed for some properties. In a limited number of properties these acoustic fences reach a height of 3 metres. The majority of acoustic fences proposed are 2.5 metres in height. In support of the application, a Noise Impact Assessment (NIA) was submitted. The Council’s Environmental Health Service has commented that the NIA makes assumptions throughout the document. As such conditions will be required relating to validation/verification of the mitigation measures proposed. This would consist of a report being submitted detailing the various specifications of acoustic glazing, ventilation, and construction elements being installed in each of the properties in line with the colour coded drawings that form part of the NIA. Whilst further details are required, it is overall concluded that there are no significant concerns regarding noise that would make the development unacceptable. As such conditions are recommended in relation to an updated NIA to be submitted. Page 62
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Traffic, parking and road safety 7.32 The applicant has submitted a Transport Statement in support of the proposal. Whilst, the Transport Statement notes that one hundred and twenty seven houses are proposed and that all are terraced, the proposal as submitted is for one hundred and twenty eight houses in a mix of terraced and semi-detached. These minor variations do not impact on the ability to assess the proposal. 7.33 The development site incorporates an existing area of public parking located to the west of Abbotsford Road. This area comprises some one hundred and ninety two spaces, including five accessible spaces, used presently by visitors to neighbouring facilities. These parking spaces currently serve a number of uses, including overspill from the adjacent shopping centre, in particular the Co- op building, the Credit Union building immediately adjacent and the Waterfront Church to the north. A degree of staff parking for the shops and businesses is also likely. It is also possible that a certain amount of park-and-ride activity may take place in this area. Parking surveys were carried out by the applicant on a number of days at a variety of times in order to assess the level of parking within the area. It was concluded there is more than sufficient free parking available in neighbouring commercial parking area to accommodate the diversion of existing parking on the development site, should it be displaced by the proposed residential development. 7.34 In terms of parking within the residential development proposed, one hundred and twenty eight private vehicle spaces are provided, on-street for the one hundred and twenty eight properties. In addition there are twenty two general visitor bays including nine disabled bays. Twenty eight further spaces are proposed to be created to serve the existing properties including the adjacent Credit Union building. Three electric vehicle charging points are proposed to be located within visitor parking spaces. 7.35 In assessing traffic generated by the new development, it is important to acknowledge that any trip generation must be offset against the former development use of the site. The Transport Statement states that it would be the case that traffic was generated by the previous Leisure Centre use during the weekday morning and evening commuting peak hours when a residential development would also be expected to generate its peak travel activity. Thus the figures would in practice be higher than any net new travel on the local transport network as a result of the proposed residential development. This is considered within the Transport Statement as being readily capable of being accommodated by the existing transport network in and around the site. Given that the predicted residential development trip generation would, in practice, be reduced due to the effect of the previous leisure centre trips being removed from the local road network, it is considered that the traffic and travel impact of the proposed residential development would be accommodated on the local travel networks. Page 63
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7.36 The Council’s Roads Service has considered the application proposal and has no objections in regard to the site access being served by the existing access from Abbotsford Road as road widths and geometry are all acceptable. Parking levels provided are concluded to be below the prescribed parking standards however due to the close proximity to local transport provision and good active travel links are considered to be acceptable. It is however noted that the application details suggests the creation of a temporary access from Argyll Road for the construction phase of the development. The Roads Service would refuse this request unless evidence is provided to show that safe access/egress cannot be maintained from Abbotsford Road. As such it is recommended that any granting of permission attach a condition relating to the submission of a site management scheme for construction traffic. 7.37 Concerns regarding the removal of parking, the impact that the removal of parking will have on the surrounding area and the proposals perceived failure to meet the West Dunbartonshire Council parking standards are raised in the objections submitted. The Council’s Roads Service note that the parking standards adopted by the Council follow the guidance provided in the National Roads Development Guidelines. Whilst the Guidelines do provide some expected parking provision levels, they also highlight that these can be adapted to suit proposed developments which are located in central locations. In main urban areas where a development is serviced by good active travel and public transport links with access to healthcare, education, food shopping and employment these parking levels can be reduced. The former Playdrome site is centrally located within Clydebank with short walking distances to Chalmers Street Bus services and Clydebank Train Station. Chalmers Street and the surrounding area is serviced by 22 different bus services providing access across Clydebank, into Glasgow and east to Dumbarton. The site is also located adjacent to the NCN7 route providing an off road cycling route to both Dumbarton and Glasgow, as well as access onto other parts of the road network. West College Scotland is located in close proximity to the site as is Whitecrook and Cunnard Primary School providing access to education. Additionally Clydebank Shopping Centre, Clydebank Health Centre and the Golden Jubilee Hospital are also within a short walk or transport ride of the development site, all of which provides the opportunity to reduce the parking provision which would be normally required in a more residential suburban environment. 7.38 In regards to the reduced parking provision for those wishing to use the shopping centre and local transport whilst the proposal will remove 192 public parking spaces there is existing capacity within the public car park on Coldstream Road to accommodate required parking levels. Parking survey evidence provided in the Transport Statement, albeit only surveyed over two week day periods and one Saturday period, highlights that the existing parking within Coldstream Road is underutilised and has the capacity to cope with the additional demands. Page 64
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7.39 In support of the application the applicant has submitted an Access Statement which addresses vehicular and pedestrian access arrangement that have a direct effect on the existing operators/users/businesses who solely make use of Abbotsford Road. The statement covers the measures that have been agreed with each of the existing users to ensure that their access is preserved both during the construction period and beyond. The Salvation Army, The Dalmuir Credit Union, the Clydebank Shopping Centre, The Clydebank Co-Operative and the Church of Scotland – Waterfront Parish Church are all outlined within the statement as having had access rights created as well as additional parking spaces in some cases. 7.40 As such it is considered that the removal of existing parking in order to make way for the new residential development will not have a significant adverse impact as there are alternative vehicle parking areas within the vicinity as well as good public transport links and the Council’s Roads Service offer no objection to the proposal on this basis. The addition of one hundred and twenty eight homes into the town centre will increase footfall and vitality which in turn will have a positive impact to the local area and an economical boost to local businesses and other community uses. Sustainable Transport 7.41 The site is located within the heart of Clydebank. The further point in the north of the site is approximately 315m from the bus stops on Chalmers Street. These existing stops, at the time of the Transport Statement, served 22 different bus services. In addition, the entrance to Clydebank Railway Station, also on Chalmers Street, is approximately 360m from the furthest point in the north of the site. The development site benefits from a wide range of pedestrian facilities, including traffic signal controlled crossing of Argyll Road to the east and Chalmers Street to the south. Cycling is catered for in the form of National Cycling Route 7 which runs east – west along the Forth and Clyde Canal, turning south from the Canal adjacent to Argyll Road and continues east into Glasgow and west to Dumbarton and beyond. To the east of Argyll Road, Route 7 becomes Route 754 and follows the Canal east with connections to other routes to Glasgow City Centre before continuing east towards Edinburgh. It is therefore concluded that the combination of a regular train service, high frequency bus services, dedicated off road cycle routes and a well-established pedestrian network ensure that the site is highly accessible in terms of access to sustainable transport. The site is also located within the heart of the town centre with a wide range of facilities within walking distance. In addition, the applicant has provided a travel information pack which encourages reduced dependency on the private car by highlighting the location of local amenities, public transport services and active travel routes to be provided to the residents of the new houses. It is recommended that the provision of this travel plan is conditioned. Page 65
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Trees, landscaping and open space 7.42 A variety of trees exist within the site. These are in the form of boundary planting and amenity planting within what was the car park of the leisure center. They are not protected by a Tree Protection Order and formed part of the soft landscaping scheme for the leisure centre that previously occupied the site. It is accepted that trees internal to the site are required to be removed in order to accommodate the new development. It is not considered that they are significant specimens and new tree planting is provided (one hundred and six new trees proposed) as part of the new development. The existing tree planting around the boundary of the site will be retained as part of the new development. 7.43 The landscaping strategy includes a variety of plants, flowers and trees to encourage wildlife and biodiversity to the site. In terms of hard landscaping areas, variety is also proposed with a mix of materials. New tree planting is also proposed throughout the development. The Council’s Biodiversity Officer offers no objection to the approach to the proposed landscaping. The overall approach to planting is considered appropriate and the implementation and maintenance can be addressed by condition. 7.44 In respect of open space within the proposed development, this is principally comprised of a large area of open space which includes play equipment to the north of the site and a linear park to the west of the site. There is also green space between the houses and the boundary of the site as well as pockets of green space throughout the development. In terms of the requirements of Policy GI2 of proposed Local Development Plan 2 together with the Our Green Network guidance, the required greenspace for the number of bedrooms provided within the overall development of this site is 9363sqm. The greenspace for this site provided exceeds this required number and therefore the level of green space provided by the development is acceptable. 7.45 As noted, there is a proposed play park to be included within the green space at the north of the site, between the housing development and the Forth and Clyde Canal. The inclusion of a play park is in accordance with the aims of Policy 21 of NPF4 which requires development proposal that are likely to be occupied or used by children to incorporate well designed, good quality provision for play at an appropriate scale. However, no details of the play equipment which is to be installed has been provided. A condition requiring this detail to be provided would ensure that the range of requirements of Policy 21, including inclusivity are met. 7.46 Overall, there is no unacceptable impact on existing open space and the quality and range of open spaces will all contribute to the overall success of the transformation of this vacant site. Flooding and drainage 7.47 Parts of the site are identified as having a medium flood risk for surface water. The Council’s Roads Service noted that the development of the site would address the existing surface water flood risk. SEPA have no objections to the proposal. Page 66
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In terms of drainage, SuDS is incorporated into the development to address surface water, with attenuation proposed within an area to the south west of the site. Whilst details of the overall approach is provided, this is not supported by detailed calculations to allow it to be concluded that the design capacity is appropriate. Overland flow pathways are also not provided and it cannot be concluded that any run-off in extreme events will not impact on either the existing or proposed residential properties. However, there is no suggestion that a suitable system cannot be provided and final details can therefore be addressed by condition. Ecology 7.48 There are no environmental designations covering any part of the site however the Inner Clyde which is designated as an area of SPA, SSSI, Ramsar and RSPB reserve is found approximately 0.5km south of the site. The Ecological Constraints Survey does however conclude that due to the distance from the site there will be no impacts upon the Inner Clyde designations. The survey report does not highlight any protected species of concern. Whilst the area may provide suitable habitat for foraging otter and water vole, no field signs of either were found. A pre-construction survey for otters is however recommended as part of the survey report. Due to the high mobility of wildlife and to re-establish the ecological baseline, if the proposed works are not commenced within 12 months of the report it is recommended that the project ecologist should be contacted to determine the requirement for repeat ecological surveys. This should also be conditioned. The report also highlights the timing of the works to take account of nesting bird season and this is recommended to be conditioned for any granting of permission. Further recommendations are contained within the preliminary ecological appraisal including Tool Box Talks for contractors, tree and vegetation removal to be avoided outwith the bird nesting season, pollution prevention measures in relation to the canal, removal of non-native species, avoidance of injury, obstruction and disturbance of mammal species, sensitive lighting designs to avoid affecting foraging or commuting bats, and biodiversity enhancement measures. This will be addressed by condition. The Council’s Biodiversity Officer also offers no concerns in respect of the proposal in respect of ecological impact or the findings of the ecological appraisal. Other Technical Matters 7.49 A ground investigation report has been submitted in support of the proposal however the Council’s Environmental Health Service have noted that the site investigation is incomplete. As such contaminated land conditions should be added to any granting of planning permission. Other recommended conditions from Environmental Health relate to air quality and lighting. Scottish Water offer no objection noting current capacity within the existing network. 7.50 The site includes within it, Core Path 119 which is the tow path which runs alongside the canal. Whilst no works are being done which would involve the Core Path being diverted, a condition is recommended to ensure that the Core Path is not obstructed during construction. Page 67
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7.51 The Council’s Education and Cultural Services offered no objections. Figures provided show three hundred and eighty nine spaces currently available within the two high schools within the catchment area for the site. Five hundred and eighty seven spaces are also currently available within the three primary schools for the area as well as a possible further three hundred and forty eight spaces within one other primary school which could possibly lie within the catchment area of the site dependant on the postcode it is allocated. Pre-application Consultation 7.52 The proposal constitutes “national” development under the Town and Country Planning Hierarchy of Developments (Scotland) Regulations 2009, and therefore statutory pre-application consultation is required prior to the submission of the planning application. The applicant submitted the Proposal of Application Notice (reference PAN22/002) in February of 2022. At this time the Covid emergency legislation was still in place. Two public meetings were held, one virtually on the 4th of April 2022 and one in person at Waterfront Parish Church on 3rd of May 2022. The applicant also created a micro-webpage in order to raise awareness of the proposal. Approximately 25 people attended the face to face event. During the pre-application consultation process the main points raised by interested parties related to parking provision and its loss, access to and from the development, access rights and the developments integration with surrounding businesses and organisations. Place and Design Panel 7.53 The design proposal was reviewed by the Council’s Place and Design Panel in July 2022. The general design principles that underpin the scheme including a legible street pattern, back to back gardens and clear pedestrian routes were welcomed by the Panel. Whilst the proposal does move away from the specific layout and typology within the development framework, the layout, the Panel considered that it arguably delivers a more permeable development which helps to promote pedestrian movement through the town centre. The provision of outward facing areas of landscape, play and public realm were welcomed as was the introduction of townhouses. Their location at key edges of the site was acknowledged, and suggested that further detail sections may support the continued refinement of their placement. The panel welcomed the applicants desire to introduce different roof types, especially those seen on the townhouses, where the introduction of a saw tooth profile helped to break up the massing of the development as a whole. The discussion focussed on more detailed elements of the proposal that should be refined further in its development. The comments of the panel were taken into account in concluding the final design. Elected Members Briefing 7.54 Following the Place and Design Panel, an Elected Members Briefing was held on 9th August 2022. This briefing provided Members with details of the proposed residential development on the site and the main issues that would require to be addressed in the planning application submission. Page 68
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Members were afforded the opportunity to highlight any issues which they considered the forthcoming application submission required to consider or address and this included housing mix, emergency access, linkages to adjacent facilities, access to the public open space and factoring arrangements, parking provision, EV charging and managing construction traffic. 8. CONCLUSION 8.1 The site is within the defined town centre and whilst not an allocated site for housing National Planning Framework 4 encourages vitality and viability of town centres through town centre living. Subject to the appropriate use of conditions, the proposed development is acceptable. The layout and design of the development has been developed to ensure that it integrates with the existing form as well as creating a high quality development which enhances the local area whilst also taking into consideration the constraints of the site. The development will provide much needed housing in a central town centre location with good connections to the surrounding area and wider green network. 8.2 The proposal will result in a high quality residential development. It is acknowledged that whilst contrary to specific aspects of the Development Plan in respect of the retail development opportunity allocation in the adopted Local Plan, the aspirations for the site have evolved since this Plan was prepared. The Clydebank Town Centre Development Framework 2021 identifies the need for residential development within the town centre with the Playdrome site itself is shown as a residential site within the Priority Phase 1. The proposed development will deliver this priority. The proposal is not an allocated residential development opportunity in the Local Development Plan and thus does not fully accord with the requirements of Policy 16 of NPF4. However, considering NPF4 as a whole, the proposal is considered to be in accordance with the spatial aims most notably in respect of Clyde Mission, redeveloping brownfield sites, contributing to town centre living and 20 minute neighbourhoods. 8.3 The proposed redevelopment of this prominent brownfield site within the town centre site with one hundred and twenty eight new dwellings in a mix of two, three and four bedroom homes is welcomed. The proposal will result in a high quality and permeable development creating positive relationships with adjacent streets and spaces. The proposed development will also bring residents into the town centre, supporting the economy of the town centre and adjacent community uses. 9. CONDITIONS 1. Prior to the commencement of development on site, exact details, specifications and samples of all proposed external materials to be used within the development site shall be submitted to and approved in writing by the Planning Authority. For the avoidance of doubt, all facing bricks to be used shall be good quality clay bricks. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved material details and palette. Page 69
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2. Further to Condition 1 above, prior to the approved brickwork associated with any house being constructed on site, a sample panel of the brickwork shall be constructed on site in order for it and the associated mortar to be reviewed, inspected and approved in writing by the Planning Authority. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved brick details. 3. Prior to the commencement of development on site, full details of the timescale/phasing for the build-out of the development shall be submitted to and approved in writing by the Planning Authority. Works shall then proceed as approved unless an alternative timescale is first agreed in writing by the Planning Authority. 4. Prior to the commencement of development on site, full details of all hard surfaces shall be submitted for the further written approval of the Planning Authority. The development shall thereafter be proceed in accordance with the approved details. 5. Prior to commencement of development on site, a 'Play Equipment Strategy' for the site shall be submitted to and approved in writing by the Planning Authority. This shall include (but not be limited to) the following: • Details and specifications of forms of play equipment and structures to be provided within the site. • Provide full details regarding the maintenance arrangements for all play equipment and associated features within the site. • Provide timescales for implementation of the play equipment. Thereafter, the approved play equipment strategy and all associated features and specifications shall be installed within the development in accordance with the strategy unless otherwise first agreed in writing by the Planning Authority and maintained in accordance with the approved details for the lifetime of the development. 6. Notwithstanding the approved plans, all recommendations within the Ecological Constraints Survey dated 23th August 2022 shall be followed. This shall include all required further survey work identified as being required for otters. Further survey work undertaken shall be submitted to and approved in writing by the Planning Authority prior to the commencement of development on site and implemented as approved. 7. Notwithstanding the approved plans and condition 6 above, and prior to the commencement of development on site, the recommendations in paragraph 4.2.12 of the Ecological Constraints Survey dated 23th August 2022, in respect of re- establishing the ecological baseline shall be followed and the approach to this submitted to and approved in writing by the Planning Authority. Page 70
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8. Notwithstanding the approved plans and condition 6 above, and prior to the commencement of development on site, a further submission which demonstrates an understanding on how the proposal enhances biodiversity beyond the current baseline including any adjustments to the approved landscaping proposals together with the implementation details on site shall be submitted to and approved in writing by the Planning Authority. All measures shall then be implemented as approved. 9. Prior to commencement of development on site, a full planting schedule shall be submitted for the further written approval of the Planning Authority. Thereafter, the approved hard and soft landscaping and all associated approved planting details shall be implemented within a timescale to be agreed with the Planning Authority prior to the commencement of works on site. 10. Any trees, shrubs or areas of grass which die, are removed, damaged or become diseased within five years of completion of the landscaping shall be replaced within the following year with others of a similar size and species. 11. Prior to commencement of development on site, a site management scheme for construction traffic, shall be submitted to, and approved in writing by the Planning Authority and thereafter shall be implemented in accordance with the approved scheme. For the avoidance of doubt, construction access shall only be taken via Abbotsford Road and at no time will any vehicular access be taken to or from Argyll Road, unless otherwise agreed in writing with the Planning Authority. 12. That prior to each house hereby permitted being occupied, all new roads and footways leading to it shall be surfaced to a sealed base course. 13. That within 4 weeks of the last of the houses hereby permitted being completed, all roads and footways within the application site shall be completed to a final wearing course. 14. Prior to the occupation of any house, the on-street parking provision associated to that house shall be completed and be available for use by residents of the associated house. The on-street parking provision shall then remain unobstructed and available for use by residents of the associated house at all times thereafter. 15. The additional parking provided on Abbotsford Road, as identified on drawing ARC/SITE001 Rev Q – Site Layout shall be constructed and made available for use prior to the removal of the existing parking area. 16. That prior to the commencement of development on site, full details of the proposed drainage regime inclusive of calculations and overland flow details shall be submitted to and approved in writing by the Planning Authority. The drainage regime shall then be implemented and maintained thereafter. For the avoidance of doubt, the drainage regime shall be implemented commensurately with the construction of the houses it serves. 17. That all surface water shall be intercepted within the site both during construction and on completion of the development and full details of measures to ensure that Page 71
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surface water run-off is contained within the site shall be submitted to and approved in writing by the Planning Authority prior to the commencement of development on site. The measures shall be implemented and maintained as approved. 18. The approved car charging points/units/ducting and associated infrastructure shall be installed in accordance with the approved details in a timescale agreed by the Planning Authority and maintained at all times thereafter. 19. Prior to the occupation of the first house within the site, the developer shall install the necessary infrastructure to enable the full development and all associated properties to be connected to the existing fibre optic network, where available in West Dunbartonshire, and in accordance with the relevant telecommunications provider’s standards. 20. Prior to the commencement of development on site, details of any street furniture inclusive of grit bins and telecommunications cabinets as well as lighting and bins adjacent to the canal, shall be submitted to and approved in writing by the Planning Authority and within a timescale agreed with the Planning Authority. 21. The Residential Travel Plan as approved as part of this application shall be provided on occupation of each dwelling to new residents. 22. No development (other than investigative works) shall commence on site until such time as a revised report on the nature and extent of any contamination of the site has been submitted to and approved in writing by the Planning Authority. The report shall be prepared by a suitably qualified person and shall include the following: a) A detailed site investigation identifying the extent, scale and nature of contamination on the site (irrespective of whether this contamination originates on the site) b) An assessment of the potential risks (where applicable) to: • human health • property (existing and proposed), including buildings, crops, livestock, pets, woodland and service lines and pipes • groundwater and surface waters • ecological systems • archaeological sites and ancient monuments c) An appraisal of remedial options, including a detailed remediation strategy based on the preferred option. 23. No development (other than works) shall commence on site until such time as a detailed remediation scheme for the site has been submitted to and approved in writing by the Planning Authority. The scheme shall be prepared by a suitably qualified person and shall detail the measures necessary to bring the site to a condition suitable for the intended use by removing unacceptable risks to human health, buildings and other property, and the natural and historical environment. Page 72
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The scheme shall include details of all works to be undertaken, the remediation objectives and criteria, a timetable of works and/or details of the phasing of works relative to the rest of the development, and site management procedures. The scheme shall ensure that upon completion of the remediation works the site will not qualify as contaminated land under Environmental Protection Act 1990 Part IIA in relation to the intended use of the land after remediation. 24. The approved remediation scheme shall be carried out in accordance with its terms prior to the commencement of development other than that required to carry out remediation, unless otherwise agreed in writing by the Planning Authority. The Planning Authority shall be notified in writing of the intended commencement of remediation works not less than 14 days before these works commence on site. Upon completion of the remediation works and prior to the site being occupied, a verification report which demonstrates the effectiveness of the completed remediation works shall be submitted to and approved in writing by the Planning Authority. 25. The presence of any previously unencountered contamination that becomes evident during the development of the site shall be reported to the Planning Authority in writing within one week, and work on the site shall cease. At this stage, if requested by the Planning Authority, an appropriate investigation and risk assessment shall be undertaken and a remediation scheme shall be submitted to and approved by the Planning Authority prior to the recommencement of site works. The approved details shall be implemented as approved. 26. If the remediation plan requires it then a monitoring and maintenance scheme (including the monitoring of the long-term effectiveness of the proposed remediation) shall be submitted to and approved by the Planning Authority. Any actions/measures ongoing shall be implemented within an agreed timescale with the Planning Authority. Following completion of the actions/measures identified in the approved remediation scheme a further report which demonstrates the effectiveness of the monitoring and maintenance measures shall be submitted to and approved by the Planning Authority. 27. If there is a requirement to either re-use site won material or to import material then the assessment criteria and sampling frequency that would adequately demonstrate its suitability for use shall be submitted to and approved by the Planning Authority prior to any material being re-used or imported. In addition to this and in accordance with BS3882:2015 and BS8601:2013, material to be used in the top 300mm shall also be free from metals, plastic, wood, glass, tarmac, paper and odours. On completion of the works and at a time and/or phasing agreed by the Planning Authority, the developer shall submit a validation report containing details of the source of the material and associated test results to demonstrate its suitability for use. 28. Prior to commencement of development on site, an updated noise assessment shall be submitted to, and approved in writing by the Planning Authority, to determine the impact of noise on the proposed development. The noise impact Page 73
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assessment and any recommendations in respect of mitigation measures shall be implemented as agreed prior to the development being brought into use and where appropriate shall be retained in accordance with approved details. The noise assessment shall include an assessment of aircraft noise taking into account the structure of the roof design as a possible pathway for noise transmission. 29. Prior to occupation of any house, the applicant shall have a third party independent verifier submit a verification report which shall provide verification of the installed noise mitigation measures demonstrating that the projections as detailed within the approved noise impact assessment are reliable and meet with the relevant conditions. 30. Prior to the commencement of development on site, a noise control method statement for the construction period shall be submitted to and approved in writing by the Planning Authority. This statement shall identify likely sources of noise (including specific noisy operations and items of plant/machinery), the anticipated duration of any particularly noisy phases of the construction works, and details of the proposed means of limiting the impact of these noise-sensitive properties. The construction works shall thereafter be carried out in accordance with the approved method statement unless otherwise approved in writing by the Planning Authority. 31. During the period of construction, all works and ancillary operations which are audible at the site boundary (or at such other place(s) as may first be agreed in writing with the Planning Authority), shall be carried out between the following hours unless otherwise first agreed in writing by the Planning Authority: • Mondays to Fridays: 0800 – 1800 • Saturdays: 0800 – 1300 • Sundays and public holidays: No Working 32. No commercial vehicle making deliveries to or collecting material from the development during construction shall enter or leave the site before 0800 or after 1800, unless otherwise first agreed in writing by the Planning Authority. 33. No piling works shall be carried out until a method statement has been submitted to and approved in writing by the Planning Authority. This statement shall include an assessment of the impact of the piling on surrounding properties, taking into account the guidance contained in BS 6472: 1984 ‘Evaluation of Human Response to Vibration in Buildings’. It shall detail any procedures which are proposed to minimise the impact of noise and vibration on the occupants of surrounding properties. This statement shall be prepared by a suitably qualified person, and the piling works shall thereafter be carried out in accordance with the approved method statement. 34. Prior to the commencement of development on site a scheme for the control and mitigation of dust shall be submitted to and approved in writing by the Planning Authority. The scheme shall identify likely sources of dust arising from the development or its construction, and shall identify measures to prevent or limit the occurrence and impact of such dust. The approved scheme shall thereafter be implemented fully prior to any of the identified dust generating activities Page 74
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commencing on site and shall be maintained thereafter, unless otherwise first agreed by the Planning Authority. 35. Prior to the commencement of development on site, an air quality impact assessment shall be submitted to and approved by the Planning Authority. The report should use a method based on the principles set out in the Environmental Protection UK document Development Control: Planning for Air Quality (2010 Update), Scottish Government publication “Local Air Quality Management Technical Guidance LAQM.TG(09)”, and “Delivering Cleaner Air for Scotland - Guidance from Environmental Protection Scotland and the Royal Town Planning Institute Scotland, January 2017”. The recommendations of the assessment shall be implemented prior to the development commencing on site or within a timescale agreed by the Planning Authority. 36. Prior to the commencement of development on site, details (including specific luminaire and lamp type; beam control; wattage; the use of reflectors; baffles; louvers; cowling; lux contours/distribution diagrams and columns types/colours) of the lights /floodlights have been submitted to and approved in writing by the Planning Authority. The floodlights shall then be implemented in accordance with the approved details and shall be maintained in this condition. Any subsequent changes to their position or specification shall be subject to the prior written approval of the Planning Authority. The applicant should also take cognisance of the nearby commercial premises and any associated floodlights. The potential for obtrusive light affecting the properties must be assessed and appropriate mitigation measures put in place to negate any nuisance from any lights on the commercial premises. 37. Prior to the commencement of development on site, details for the storage and the collection of waste arising from the development shall be submitted to and approved in writing by the Planning Authority. The agreed details shall be in place prior the occupation of the first house within the site and thereafter maintained for the lifetime of the development. 38. That at all times, during the construction of the development, vehicular and pedestrian access shall remain available via Abbotsford Road, or any other equivalent access road, to all existing properties which were, at the time of granting planning permission, accessed via Abbotsford Road. Page 75
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Pamela Clifford Planning, Building Standards and Environmental Health Manager Date: 17th January 2024 Person to Contact: Pamela Clifford, Planning, Building Standards and Environmental Health Manager Pamela.Clifford@west-dunbarton.gov.uk James McColl, Development Management Team Leader james.mccoll@west-dunbarton.gov.uk Appendix: Location Plan Background Papers: 1. Application forms and plans 2. Consultation responses 3. Representations 4. National Planning Framework 4 5. West Dunbartonshire Local Plan 2010 6. Proposed West Dunbartonshire Local Development Plan 2 2020, as amended 7. Creating Places Guidance (2022) 8. Green Network and Green Infrastructure Guidance (2022) 9. Clydebank Town Centre Development Framework 2021 Wards affected: Ward 6 (Clydebank Waterfront) Page 76
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¯ Reproduced by permission of Ordnance Survey on behalf of HMSO. (C) Crown copyright and database right 05/03/2024. All rights reserved. West Dunbartonshire OS Licence Number 100020790. Scale: 1:2,500@A405/03/2024 DC23/149/FUL - Location PlanWest Dunbartonshire Council 16 Church Street Dumbarton G82 1QL Page 77
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer (Regeneration and Regulatory) Council: 27 March 2024 Subject: Glasgow City Region City Deal - Update 1. Purpose 1.1 To note the progress with the implementation of the Exxon Infrastructure Project, and to provide an update on Glasgow City Region City Deal Programme. 2. Recommendations 2.1 It is recommended that Council notes: i) The progress of the Glasgow City Region programme ii) The update on the Exxon Infrastructure Project 3. Background 3.1 The Glasgow City Region City Deal Infrastructure programme equates to £1.13bn of investment during period 2015-2035. Projects are progressing and have reached various stages from Strategic, Outline and Full Business Case stages of approval. 4. Main Issues 4.1 This report provides information on City Region progress, and includes an update on the Exxon site infrastructure project development. Exxon Infrastructure Project 4.2 At its meeting in December 2023, Council noted progress made with the Exxon Infrastructure Project and approved delegated authority to agree the construction agreements required to deliver the project, subject to the approval of Planning and the conclusion of land transfers. Planning permission was granted in January 2024. 4.3 The main construction contract will be signed when all required land acquisitions and temporary access agreements are concluded. Land acquisitions are being progressed in line with the terms agreed with landowners and are anticipated to be complete by the end of March 2024. 4.4 The Esso remediation work is delayed due to newly discovered heavy contamination pockets on site at close proximity to the water edge. The latest prediction to complete the work on site is end of April which will be followed by a 4-6 weeks decommissioning phase. Parallel to this activity the remediation report approval will be concluded. The estimated earliest land ITEM 9 Page 79
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transfer of the formal Esso site is mid-June 2024. 4.5 The UK Government have recently confirmed to the Glasgow Region City Deal Programme Management Office that 50% of the £128m funding that was to be released as a result of transferring the responsibility of delivery of Glasgow Airport Rail Link from City Deal to Clyde Metro should be spent on one new regional project. Prior to this announcement City Region Member Authorities had anticipated that 100% of the reprogrammed monies would be available to Member Authorities to meet the increased costs of their City Deal Infrastructure projects, including Exxon. Consequently, only half of the anticipated additional funding for the Exxon project will be now available. Each Member Authority’s share of the funding will be confirmed later in 2024 in tandem with the selection of the new regional project (refer to paragraph 4.9 for further information). Commencement of works at Exxon will not prejudice the Council’s claim for additional funding. 4.6 Decisions on Stage 2 Vacant and Derelict Land funding applications have been delayed by Scottish Government in order to take stock of the impact of recent reductions in their capital budget. The Council had submitted a £2m application for greenspace and access improvements on the Exxon site and was expected to hear the outcome in January of this year. City Region Update 4.7 The last Glasgow City Region Cabinet Meeting was held on 13 February 2024. Agenda items included: • proposed new Regional Spatial Planning Arrangements • further information on the City Deal Reprogramming Exercise (referred to in paragraph 4.5) • an update on the City Region Investment Zone • an update on Regional Electric Vehicle Charging. 4.8 The report on Regional Spatial Planning outlined the proposed process for agreeing the Regional Spatial Strategy which National Planning Framework 4 (NPF4) has introduced, and which will replace Clydeplan. The report makes the case for the Regional Spatial Strategy incorporating the various recent economic ventures and initiatives, such as Investment Zone. 4.9 Cabinet heard the process for Member Authorities to submit a proposal for one new £64m project, or 2-3 smaller projects across Member Authorities that would fulfil the expectations of UK Government and comply with the City Deal’s own Assurance Framework. A call for bids with a 12 week turnaround has been sent to Member Authorities to produce a Strategic Business Case for eligible projects. Projects must have a regional impact and meet the objectives of the Regional Economic Strategy. Member Authorities will be responsible for delivery and managing risk. Programme Management Office will revert to UK and Scottish Government for further advice if there are no suitable bids identified following bid submission and assessment. At that stage a regional programme might be considered but there is no guarantee this will be acceptable to either or both governments. Page 80
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4.10 Stage 2 bids for the Investment Zone are to be submitted by the end of March. It’s been confirmed that the funding available, and the timescale for expenditure, of Investment Zone benefits has doubled to £160m, over 10 years. The Stage 2 bids are expected to be led by business and/or universities. The Regeneration and Business Support teams are currently supporting one bid, and following a call to business via social media, have responded to other enquiries. 4.11 The Clyde Bridge contractor maintains a website with regular updates on the project. A viewer at the top of the website home page shows a video of progress which is updated monthly. This can be accessed at: www.graham.co.uk/clyde-waterfront 5 People Implications 5.1 There are a number of senior officers involved in the Glasgow City Region wider programme as identified at City Region Update paper at Council on 26 August 2021. 6. Financial Implications 6.1 Spend this financial year to date on the Exxon project is £2,546,742. Overall spend is £6,483,747 7. Risk Analysis 7.1 There are a number of project risks associated with the development at the Exxon project site and these are contained within the project risk register and updated by the Project Board on a regular basis. The Project Board is made up of senior officers from all key services. 8. Equalities Impact Assessment 8.1 Not relevant for this report 9. Consultation 9.1 Consultation with all key stakeholders is progressing as we continue to work as part of the Glasgow City Region. 10 Strategic Assessment 10.1 At its meeting on 26 October 2022, the Council agreed that one of its main strategic priorities for the Strategic Plan 2022 - 2027 is ‘A Strong local economy and improved employment opportunities’ 10.2 The proposals within this report are specifically designed to deliver on this priority. Page 81
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Alan Douglas Chief Officer: Regulation and Regeneration Date: 13 March 2024 Person to Contact: Gillian McNamara gillian.mcnamara@west-dunbarton.gov.uk Appendix: None Background Papers: UK Shared Prosperity Fund Report to Housing and Communities Committee 22 August 2022 Glasgow City Region City Deal- Council 13 August 2014. “City Deal Initiative” Clyde Valley Investment Fund- Council 30 April 2014 (Memorandum of Understanding). Clyde Valley Community Planning Partnership – City Deal Initiative – Council 28 August 2013. Wards Affected: All Page 82
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Council: 27 March 2024 ___________________________________________________________________ Subject: Treasury Management Strategy and Annual Investment Strategy 1. Purpose 1.1 The purpose of this report is to seek Council approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within. 2. Recommendations 2.1 Council is requested to: (a) Approve the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within (b) Approve the continued use of the asset life method (using either annuity or equal instalment) for the repayment of loan fund advances with the exception of spend to save schemes where the funding/income profile method could be used. (c) Approve the ability to continue to use countries with a sovereign rating of AA- and above. (d) Note the report will be referred to Audit Committee for further scrutiny. 3. Background 3.1 The Council has adopted the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Treasury Management in Local Authorities. A requirement of the Code is for an annual Treasury Management Strategy Statement and Investment Strategy to be approved by Council for the forthcoming financial year. This report seeks Member’s approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy. The report also sets out the policy for the repayment of loans fund advances for 2024/25. 3.2 The Council uses Link Treasury Services as its external treasury management advisors. The Council recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure that the terms of their appointment and the methods by which their value will be assessed are properly agreed and documented, and subject to regular review. ITEM 10 Page 83
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3.3 Appendix 1 and 2 of the attached document outline the Council’s Capital Prudential and Treasury Indicators which Members are asked to approve as required by the Local Government (Scotland) Act 1973 (extended via the Code on the Investments of Money by Scottish Local Authorities (issued on 1 April 2010) under section 40 of the Local Government in Scotland Act 2003. 3.4 In 2016 new regulations were enacted by the Scottish Parliament, the Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016, under which the Council is required to set out its policy for the statutory repayment of loans fund advances prior to the start of the financial year as detailed in section 3 of Appendix 1. The policy on repayment of loans fund advances in respect of capital expenditure by the Council is to ensure that the Council makes a prudent provision each year to pay off an element of the accumulated loans fund advances made in previous financial years. . 3.7 The CIPFA Treasury Management Code of Practice requires greater Member scrutiny of the treasury polices, increased Member training and awareness and greater frequency of information. One of the key clauses is that a responsible body is required to ensure effective scrutiny of the treasury management strategy and polices. Within West Dunbartonshire Council the body identified to fulfil this role is the Audit Committee. Therefore the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within should be referred to the Audit Committee once approved by Council to ensure further scrutiny takes place. 4. Main Issues 4.1 The Local Government in Scotland Act 2003 requires Council to adopt the CIPFA Prudential Code and to produce prudential indicators. Appendix 6 of this report details the Council’s expected year end indicators for 2024/25, revises the indicators for 2025/26 to 2027/28 and projects the indicators to 2032/33, with those for the period 2027/28 to 2032/33 being indicative at this time. 4.2 Within this overall prudential framework there is a clear impact on the Council’s treasury management activity, either through borrowing or investment activity. As a consequence the treasury management strategy (which includes details of both debt and investment) for 2024/25 to 2032/33 is included in Appendix 6 (with the period 2027/28 to 2032/33 being indicative at this time) to complement the prudential indicators relating to the treasury activity. 4.3 Details of the risks, mitigating controls and limits associated with each of the permitted investment categories are shown in Appendix 3. Credit rating type and definitions are attached as Appendix 4 and a list of approved sovereign countries for investments are attached as Appendix 5. Page 84
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Changes to Financial Regulations – Leasing 4.4 The Treasury Management Strategy report to Council in March 2021 reported a change to financial regulations regarding leasing. The change was postponed and is now due to be implemented on 1 April 2024. 4.5 This change brings the assets and future liabilities for all leases onto the Council’s Balance Sheet from 1 April 2024, which will bring leased assets onto the balance sheet for the closing of the 2024/25 accounts. The effect of this change will increase the ‘level of debt’ identified by the Council; the Capital Financing Requirement; Operational Boundary; and Authorised Limit, by the future liability of the leased assets. Forecast and estimates of the ratio of financing costs to Net Revenue Stream may also be affected in future years. This change affects all councils, though this Council has a low number of leased assets. Capital Strategy 4.6 For information, in December 2017, CIPFA issued a revised Prudential Code. As a result, from 2019/20, all local authorities were required to prepare a Capital Strategy report, and a revision to the Prudential Code 2021 confirmed that Local Authorities must produce an Annual Capital Strategy which is intended to provide the following: • a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services • an overview of how the associated risk is managed • the implications for future financial sustainability. 4.6.1 The aim of the Capital Strategy report is to ensure that all elected members fully understand the overall strategy, governance procedures and risk appetite entailed by the Strategy. 4.6.2 The Capital Strategy for 2024/25 (reported to, and approved by, Council on 6 March 2024) includes capital expenditure, investments and liabilities and treasury management in sufficient detail to allow all Members to understand how stewardship, value for money, prudence, sustainability and affordability will be secured. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications arising from this report. Page 85
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7. Financial and Procurement Implications 7.1 The prudential indicators detailed in Appendix 6 show the Council’s likely and indicative capital financing for the period 2024/25 to 2032/33 while the treasury management indicators detailed in Appendix 6 show the likely borrowing requirement for the same period. 7.2 Table E in Appendix 6 indicates that in each year the gross borrowing requirement (which includes short term borrowing for cashflow purposes) is below the capital financing requirement and does not exceed the total of the CFR in the preceding year plus the estimates of any additional CFR for 2024/25 and following two financial years (Appendix 2 – section 2.1 and 2.2). 7.3 As a key indicator of prudence this illustrates that the Council only undertakes long term borrowing for capital purposes and that over the last few years investment balances have been utilised to fund capital expenditure due to the concerns over the general economic environment and restricted counterparty lists. 7.4 There are no procurement issues arising from this report. 8. Risk Analysis 8.1 There are three main risks associated with the formulation of prudential indicators and the treasury management strategy as detailed in Appendix 1 and 2: (a) Capital receipts which affect the capital financing and borrowing requirement may not materialise and if this occurs then additional borrowing will be required in order to fund the financing requirement; (b) The risk of Counterparties default (i.e. loss of principal sum invested) must also be taken into account; however the robust controls included within the investment strategy (Appendix 2 – section 6) will assist in mitigating this risk; and (c) Capital inflation may increase capital expenditure levels, which in turn may affect the capital financing and borrowing requirement leading to an increase in borrowing, assuming no additional capital receipts are available. (d) Interest rates have increased significantly over the past 18 months and are subject to further uncertainty. It was highlighted to Council on the 6th March that the approved Capital plan was affordable in 2024/25 assuming a balanced revenue budget was agreed it does create significant pressures on the revenue budget due to the cost of borrowing as a result of high interest rates. There is a risk that if interest rates remain higher for longer than currently forecast. This will have revenue implications for future years and these will require to be planned for in the normal manner through long-term financial strategies and budget planning processes. This may require the capital programme to be subject to further review in future years if it is Page 86
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deemed to be placing an excessive pressure on the revenue budget and the sustainability of the Housing Revenue Account (HRA). 9. Equalities Impact Assessment 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 Legal and Resources have been consulted in relation to this report and appendices. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. Laurence Slavin Chief Officer - Resources Date: 27 March 2024 Person to Contact: Karen Shannon Church Street, Dumbarton Email: Karen.Shannon@west-dunbarton.gov.uk Appendices: 1 Prudential Indicators 2024/25 to 2032/33 2 Treasury Management Strategy 2024/25 to 2032/33 3 West Dunbartonshire Council and Common Good Funds Permitted Investments, Associated Controls and Limits 4 Counterparty Rating Explanations 5 Approved Countries for Investment 6 Prudential and Treasury Indicators Background Papers: 2024/25 Budget Report – Council 6 March 2024 Treasury Management Strategy – Council 29 March 2023 Treasury Mid-year update – Council 20 December 2023 Wards Affected: All wards affected. Page 87
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Appendix 1 Capital Prudential Indicators 2023/24 to 2032/33 1. Capital Expenditure and Financing 1.1 This prudential indicator is a summary of the Council’s capital expenditure plans, both those agreed previously, and those forming part of the 2024/25 budget setting. The Council’s gross capital expenditure plans are summarised in Table A within Appendix 6. This forms the first of the prudential indicators. Total expenditure is partially funded by resources such as capital receipts, capital grants, etc. Any remaining expenditure which cannot be immediately funded from other resources will form a borrowing need. 1.2 A certain level of capital expenditure will be supported by the general capital grant provided by the Scottish Government, and also specific capital grants from the Scottish and UK Governments. Anything above this level will be funded from the Council’s own resources (e.g. other grants, capital receipts, prudential borrowing). 1.3 There are two main limiting factors which may impact on the Council’s ability to undertake unsupported capital expenditure: • Whether the revenue resource is available to support the implications of capital expenditure (borrowing costs and running costs). • The Government may use a control to limit either the total of all councils’ plans nationally, or in the event of an assessment by central government that local plans are unaffordable at a specific council, it may implement a local control. No such control has been implemented since the inception of the prudential code, however, HM Treasury keep this under review. 1.4 The summary of capital expenditure, as per the capital plan reported to Council on 6 March 2024 for both HRA and General Services, is shown in table A in Appendix 6. The HRA capital plan refresh extends to 2028/29 with the period from 2028/29 to 2032/33 extracted from the HRA Business Plan for the purposes of Prudential Indicator calculations. 1.5 Under section 22 of Schedule 3 of the Local Government (Scotland) Act 1975 a local authority may establish a capital fund to be used for “defraying any expenditure of the authority to which capital is properly applicable, or in providing money for repayment of the principal of loans (but not any payment of interest on loans)”. Furthermore paragraph 24 of Finance Circular 7/2018 confirms that capital receipts may also be used to “fund the cost of premiums, either as they are incurred, or as they are recharged back to the General Fund/ HRA” 1.6 The capital plan update for General Services reported to Council assumes an element of capital receipts is used to fund the principal element of loan charges and annual premium costs between 2023/24 and 2026/27. This has been adjusted for within these indicators, where appropriate. 2. The Council’s Borrowing Need (the Capital Financing Requirement) 2.1 The second prudential indicator is the Council’s Capital Financing Requirement (CFR). The CFR is simply the total outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is a measure of the Council’s underlying borrowing Page 88
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need. The net capital financing need (as indicated in Table A in Appendix 6) impacts directly on the CFR. 2.2 Due to accounting requirements, the CFR currently includes any other long-term liabilities (i.e. PPP schemes, PPI schemes, finance leases) brought onto the Balance Sheet. Whilst this increases the CFR, and therefore the Council’s borrowing requirement, these types of scheme include a borrowing facility and so the Council is not required to separately borrow for these schemes. The Council currently has circa £90m for PPP schemes and leases within the CFR. From 1 April 2024, further accounting changes see operational leases (where the Council is lessee) also being brought onto Balance Sheet, which will further increase CFR through other long-term liabilities (value to be confirmed, however an estimate has been included within the appendices). 2.3 The CFR projections for both General Services and HRA are shown in table B in Appendix 6 and show that the CFR for the HRA and the CFR for General Services is projected to increase each year from 2022/23 to 2032/33 2.4 The expected impact of the capital expenditure decisions above on the Council’s debt and investment position are shown in the treasury strategy (Appendix 2). 3. Statutory repayment of loans fund advances 3.1 The Council is required to set out its policy for the statutory repayment of loans fund advances prior to the start of the financial year. The repayment of loans fund advances ensures the Council makes a prudent provision each year to pay off an element of the accumulated loans fund advances made in previous financial years. 3.2 A variety of options are provided to councils so long as a prudent provision is made each year as detailed below: Option Method Detail 1 Statutory Loans fund advances will be repaid by the annuity method. The Council was permitted to use this option for a transitional period only, of five years until 31 March 2021, at which time it was required to change its policy to use alternative approaches based on depreciation, asset life periods or a funding/income profile as detailed below. 2 Depreciation Annual repayment of loans fund advances will follow standard depreciation accounting procedures. 3 Asset Life Loans fund advances will be repaid with reference to the life of an asset using either the equal instalment or annuity method. 4 Funding/ Income Profile Loans fund advances will be repaid by reference to an associated income stream 3.3 Council is recommended to approve the following policy for loans fund advances: • For loans fund advances made before 1 April 2016, advances will be repaid by the annuity method, by the appropriate write off period (based upon useful asset lives, following the agreed Council policy). Page 89
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• Recognising that the Council had forward capital expenditure plans and was already committed to that plan and the revenue implications of that plan, the policy for loans fund advances made from 1 April 2016 to 31 March 2021 was to mainly repay loans fund advances by the annuity method (with a write off period based upon useful asset lives) unless an alternative method is more appropriate. • For loans fund advances made after 1 April 2021 (i.e. commencing 2021/22), the policy for the repayment of loans advances is to apply the following options, selecting the most suitable method for each individual advance. o Asset life method – loans fund advances will be repaid with reference to the life of an asset using either the equal instalment or annuity method. It is likely that the equal instalment method will be used. o Funding / Income profile method – loans fund advances will be repaid by reference to an associated income stream. 3.4 The annuity rate applied to the loans fund repayments is based on historic interest rates and is currently 9%. 3.5 Table C in Appendix 6 details the loans fund repayment profile for 2023/24 onwards based on the balance outstanding at 1 April 2023 and capital expenditure plans 2023/24 to 2032/33 as per Table A. 4. Affordability Prudential Indicators 4.1 The previous sections cover the overall capital and control of borrowing, but within this framework prudential indicators are required to assess the affordability of the capital investment plans. These indicate the impact of the capital investment plans on the overall Council’s finances. The Council is asked to approve the following indicators: 4.2 Actual and Estimates of the ratio of financing costs to net revenue stream. This indicator is detailed in Table D in Appendix 6, and identifies the trend in financing cost of capital (loan charges and long-term liability financing) against the net revenue stream (funding sources e.g. Scottish Government revenue support grant, council tax and HRA rental income). The estimates of financing costs include current commitments and the impact of capital expenditure as per Table A and this indicator shows the percentage of total council revenue expenditure that is spent on repayment of loan charges and long-term liability capital and interest repayments. 5. Financial reporting changes in relation to leases 5.1 From 1 April 2024 there is a significant change to the Accounting Code of Practice which the Council follows for their Financial Statements, which will impact on debt levels and prudential indicators in the future. This change is in relation to assets the Council leases in. 5.2 Currently there are two types of leases which are treated differently through the Financial Statements. From April 2024, all leases (where the Council is lessee and with a few exceptions) will require to be accounted for on the Council Balance Sheet as assets. For illustrative purposes, leases currently held by the Council (but not owned and therefore not currently on the Council’s Balance Sheet) include leases for properties (such as Aurora/ Clydebank Town Centre Office/ Bridge Street), Page 90
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photocopiers, and vehicles. The treatment of these leases will become similar to the current accounting reporting for PPP assets. 5.3 Accounting for these leases on the Balance Sheet will result in increases to assets and long- term liabilities, affecting a number of the prudential and treasury management indicators – increasing: the ‘level of debt’ identified by the Council; the Capital Financing Requirement; Operational Boundary; and Authorised Limit, by the value of the leases. Forecast and estimates of the ratio of financing costs to Net Revenue Stream may also be affected. 5.4 We have carried out an exercise is underway to identify all leases and values for both the assets and the liabilities. When leases are brought on balance sheet in 2024/25 this has resulted in an increase in the CFR of £2.159m. Page 91
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Appendix 2 Treasury Management Strategy 2023/24 – 2032/33 1. Background 1.1 The treasury management service is an important part of the overall financial management of the Council’s affairs. Whilst the prudential indicators in Appendix 1 consider the affordability and impact of capital expenditure decisions, the treasury service covers the effective funding of these decisions. There are specific treasury prudential indicators included in this strategy which need approval. 1.2 The Council’s treasury activities are strictly regulated by statutory requirements and a professional code of practice (the CIPFA Code of Practice on Treasury Management). 1.3 As a requirement of the Code Council is required to adopt a Treasury Management Policy Statement and four Treasury Management clauses. These form part of the Council’s financial regulations and the following documents were adopted on 5 March 2018: • Treasury Management Policy Statement • Treasury Management Clauses • The Treasury Management Role of the Section 95 Officer 1.4 The policy requires an annual strategy to be reported to Council outlining the expected treasury activity for the forthcoming three years, however in line with the longer capital planning process treasury management indicators have been provided (where appropriate) covering the period to 2032/33. A key requirement of this report is to explain both the risks, and the management of the risks, associated with the treasury service. Further reports are issued as follows: • Mid-year monitoring report on actual activity during the year including revised indicators where appropriate. • Year-end report on actual activity for the previous year. • Updates as part of the capital BCR. 1.5 This strategy covers: • The Council’s debt and investment projections • Limits to the Council’s borrowing activity • The economic climate and expected movement in interest rates • The Council’s borrowing, debt and investment strategies • Treasury performance indicators • Specific limits on treasury activities • Policy on ethical investments. 2. The Council’s debt and investment projections 2.1 The Council’s forecast treasury portfolio position at 31 March 2024 with forward projections are summarised in Table E in Appendix 6 and shows the gross debt (the treasury management operations), against the underlying capital borrowing need (the Capital Financing Requirement - CFR), highlighting any under or over borrowing. Page 92
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2.2 Within the prudential indicators there are a number of key indicators to ensure the Council operates its activities within well defined limits. One of these is that the Council needs to ensure that its gross debt does not, except in the short term, exceed the total of the CFR in the preceding year plus the estimates of any additional CFR within the following two financial years. This allows some flexibility for limited early borrowing for future years, but ensures that borrowing is not undertaken for revenue purposes. This is illustrated by comparing the estimated gross debt as at 31 March 2024 with the CFR as at 31 March 2027. 2.3 The Section 95 Officer (Chief Officer - Resources) reports that the Council has complied with this prudential indicator, and no difficulties are envisaged for the current or future years. This view takes into account the capital plan refresh reports for General Services and HRA. 3. Limits to Borrowing Activity 3.1 The Operational Boundary is detailed in Table F in Appendix 6 and is the limit beyond which external debt is not normally expected to exceed. In most cases, this would be a similar figure to the CFR, but may be lower or higher depending on the levels of actual debt. 3.2 The Authorised Limit for External Borrowing – This is a key prudential indicator and represents a control on the maximum level of borrowing. This represents a legal limit beyond which external debt is not allowed to exceed. This needs to be set or revised by Members. It reflects the level of external debt which, while not desired, could be afforded in the short term, but is not sustainable in the longer term. This is the statutory limit (Affordable Capital Expenditure Limit) determined under section 35(1) of the Local Government in Scotland Act 2003. The Government retains an option to control either the total of all councils’ plans, or those of a specific council, although this power has not yet been exercised. The Council is asked to approve the authorised limit detailed in Table G in Appendix 6. 3.3 Policy on borrowing in advance of need - This Council will not borrow more than or earlier than required purely in order to profit from the investment return of the extra sums borrowed. Any decision to borrow in advance will be within forward approved Capital Financing Requirement estimates, and will be considered carefully to ensure that value for money can be demonstrated and that the Council can ensure the security of such funds. Risks associated with any borrowing in advance activity will be subject to prior appraisal and subsequent reporting through the mid-year or annual reporting mechanism. 4. UK, World and Scottish Economy Update – Extraction from Link Treasury Advisor Reports (January 2024) and the Scottish Fiscal Commission Forecast (December 2023). 4.1 UK The run of softer than expected news on CPI Inflation and wage growth means analysts now expect the Bank of England to cut interest rates sooner than before. Forecasters expect rates will be cut from 5.25% in June and will fall to 3.00% in 2025. The recent fall in mortgage rates means total household payments may not rise by as much as analysts thought. The economic recovery may start earlier and be a bit stronger. Unemployment rates stayed at 4.2% in November, the further fall in the job vacancy rate is consistent with wage growth slowing from 6.6% in October to 3.5% by the middle of this year. Page 93
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The bigger than expected fall in CPI inflation to 3.9% in November means that the UK is no longer a big international inflation outlier. 4.2 US PCE (Personal Consumption Expenditure) inflation is expected to return to 2% by middle of 2024 and analysts expect rates to fall between 3.00% and 3.25% in early 2025. The lagged impact of previous monetary policy tightening will continue to feed through the next few quarters, but forecasters do expect the economy to avoid a recession and rate cuts should fuel a pick up in GDP growth. 4.3 EU The Eurozone will remain in or close to recession in the first half of 2024 as the effects of higher interest rates continue to weigh on household consumption and investment. Headline inflation has already dropped sharply and will be close to the ECB’s (European Central Bank)2% target for most of 2024. 4.4 China China’s economy has regained some strength recently and analysts expect this to continue throughout 2024, on the back of support from fiscal policy and a further pick up in household spending. Property construction is likely to continue to decline along with exports and the recovery will lack momentum. 4.5 Japan The recent sharp fall in Japan’s ratio of public debt to GDP reflects one off factors that will not be sustained. Whilst the influence of rising bond yields on the trajectory of the public finances will largely be offset by higher inflation and nominal GDP growth, the Government will need to reduce its primary budget deficit sharply to prevent the public debt ratio from creeping higher again. Analysts now believe that inflation will ultimately reach 2% on a sustained basis, forcing the Bank of Japan to lift its policy rate to 2% as well. This in turn suggests that bond yields will rise further too. 6 Scotland Specific The outlook for the Scottish economy and for living standards (as measured by real disposable income per person) is largely unchanged from our December 2022 and May 2023 forecasts, with a slightly less negative picture for 2023-24 compared to a year ago. For 2023-24, back in May, we forecast Gross Domestic Product (GDP) to remain stable rather than fall into the shallow recession we had predicted in December 2022, and this coincided with less of a fall in living standards. Since May, reflecting stronger nominal earnings growth than anticipated, we have further revised up our forecast of real disposable income per person although we still expect a small fall this year. The drop in living standards between 2021-22 and 2023-24, of 2.7 per cent, is still the largest reduction since Scottish records began in 1998. Living standards will take until 2026-27 to return to their level. Page 94
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For 2024-25, we forecast slow and fragile growth in GDP and real disposable income per person, as the recent rises in interest rates continue to weigh on household incomes and the economy, with inflation also likely to stay higher for longer than we assumed previously. We forecast living standards to remain broadly flat in 2024-25 as inflation will largely offset growth in nominal household disposable income. Higher interest rates will continue to reduce disposable income over the next year.6 In part, this is because the widespread use of fixed-rate mortgages means that the recent rises in interest rates are passing through to mortgage costs with a longer lag than in the past. The forecast for inflation is higher and more persistent than last December. We do not expect the Bank of England’s target of 2 per cent to be met until the second quarter of 2025, after which the outlook is relatively stable. Due to strong earnings growth, we have revised up our forecast of real disposable income per person. Despite this, the drop between 2021-22 and 2023-24 is the largest reduction in living standards since Scottish records began in 1998. 5. Prospect for Interest Rates 5.1 The Council has appointed Link Asset Services as its treasury advisor and part of their service is to assist the Council to formulate a view on interest rates. Table H in Appendix 6 gives the current Link Asset Services central view. 6. Borrowing and Debt Strategy 2024/25 – 2032/33 6.1 Table E in Appendix 6 forecasts that the capital borrowing need (the Capital Financing Requirement) will be almost fully funded with external borrowing which is a mixture of short term and long term debt. 6.2 Against this background and the risk within the economic forecast, caution will be adopted with the 2024/25 treasury operations. The Section 95 Officer will monitor interest rates in financial markets and adopt a pragmatic approach to changing circumstances. 6.3 If it was felt that there was a significant risk of fall in long and short term rates, e.g. due to a marked increase of risks around recession or of risks of deflation, then long term borrowing will be postponed, and potential rescheduling from fixed rate funding into short term borrowing will be considered. 6.4 If it was felt that there was a significant risk of a much sharper rise in long and short term rates than that currently forecast, perhaps arising from a greater than expected increase in world economic activity or further increases in inflation risks, then the portfolio position will be re-appraised with the likely action that fixed rate funding will be drawn whilst interest rates were still relatively cheap. 6.5 Any decisions will be reported to Members via the Members Bulletin at the next available opportunity. 6.6 Approved sources of long and short term borrowing include: Page 95
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Fixed Variable PWLB X X Local Authorities X X Banks X X Pension Funds X X Insurance Companies X X Market – long term X X Market – short term X X Market – LOBOs X X Overdraft X X Internal (capital receipts / revenue balances) X X Finance Leases X X 7. Investment Strategy 7.1 The Council’s investment policy has regard to the Local Government Investment (Scotland) Regulations (and accompanying finance circular). Council has also adopted both the Treasury Management Code of Practice and the Prudential Code and is required to adopt revised editions. The day to day investment policies and practices are contained in the Council’s Treasury Management Practices, which reflect the requirements of these codes. 7.2 Key Objectives – Following the economic background above, the current investment climate has one over-riding risk consideration - counterparty security risk. As a result of these underlying concerns, officers have implemented an operational investment strategy which prioritises security first, liquidity second and then return. 7.2.1 The Council has adopted a prudent approach to managing risk and defines its risk appetite by the following means: • Minimum acceptable credit criteria are applied in order to generate a list of highly creditworthy counterparties. This also enables diversification and thus avoidance of concentration risk. The key ratings used to monitor counterparties are the short term and long-term ratings. • Other information: ratings will not be the sole determinant of the quality of an institution; it is important to continually assess and monitor the financial sector on both a micro and macro basis and in relation to the economic and political environments in which institutions operate. The assessment will also take account of information that reflects the opinion of the markets. To achieve this consideration the Council will engage with its advisors to maintain a monitor on market pricing such as “credit default swaps” and overlay that information on top of the credit ratings. • Other information sources used will include the financial press, share price and other such information pertaining to the financial sector in order to establish the most robust scrutiny process on the suitability of potential investment counterparties. • The Council has defined the list of types of investment instruments that the treasury management team are authorised to use. • Transaction limits are set for each type of investment. • All investments will be denominated in sterling. Page 96
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7.2.2 The aim of the strategy is to generate a list of highly creditworthy counterparties which will enable diversification, and thus avoidance of concentration, with the prime intention of providing security of investment and minimisation of risk. 7.3 Investment Strategy – The process for investment strategy under the regulations covers a wide range of Council investments and will be broadly managed in the following way: • Short Term Cash – Cash relating to day to day cash flow will be maintained on a shorter term basis in cash type products with consideration to liquidity requirements. • Longer Term Cash – Cash relating to reserves, provisions and balances on the balance sheet may be held for longer periods of time in cash type products or in longer term bonds or funds depending on: ▪ cash flow requirements ▪ the underlying expectation for interest rates ▪ the economic background of these investments may be held longer term. • Service Type Investments – These will predominantly be policy driven and approved by Members. Shareholdings, development opportunities, loans to third parties, equity instruments and investment properties held for rental returns will be regularly reviewed to judge the investment performance. • Non Service Type Investments – Investments such as Joint venture delivery companies such as Hub West Scotland and investments in regeneration partnerships and development opportunities. 7.4 Benchmarking and Monitoring Security, Liquidity and Yield in the Investment Service A development for Member reporting is the consideration and approval of security, liquidity and discreet benchmarks. Yield benchmarks are currently widely used to assess investment performance. 7.4.1 These benchmarks are targets (not limits) and so may be breached from time to time, depending on movements in interest rates and counterparty criteria. The purpose of the benchmark is that officers will monitor the current and trend position and amend the operational strategy depending on any changes. Any breach of the benchmarks will be reported, with supporting reasons in the Mid-Year or Annual Report. 7.4.2 In the context of benchmarking, assessing security is a very subjective area to assess. Security is currently evidenced by the application of minimum quality criteria to investment counterparties, primarily through the use of credit ratings supplied by the three main credit rating agencies (Fitch/ Moody’s and Standard and Poors). Whilst this approach embodies security considerations, benchmarking levels of risk is more problematic. One method to benchmark security risk is to assess the historic level of default against the minimum criteria used in the Council’s investment strategy. Table I in Appendix 6 shows average defaults for differing periods of investment grade products for each Fitch/ Moody’s Standard and Poors long term rating category. 7.4.3 The Council’s minimum long term rating criteria is currently “A-”, meaning the average expectation of default for a one year investment in a counterparty with a “A” long term rating would be 0.05% of the total investment (e.g. for a £1m investment the average loss would be Page 97
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£500). This is only an average - any specific counterparty loss is likely to be higher - but these figures do act as a proxy benchmark for risk across the portfolio. 7.4.4 As required by the CIPFA Treasury Management Code of Practice The Council will “ensure that it has adequate, though not excessive, cash resources, borrowing arrangements, overdrafts or standby facilities to enable it at all times to have the level of funds available to it which are necessary for the achievement of its business/service objectives”. In respect to liquidity as defined above the Council seeks to maintain: • Bank overdraft - £1m • Liquid short term deposits of at least £5m available on an overnight basis. 7.4.5 Local measures of yield investment benchmarks that will be used to assess returns are: Benchmark Benchmark Return Average Return Compound 12 month SONIA* 4.71% 4.92% Council’s Instant Access Account 5.15% 4.92% * SONIA is Sterling Overnight Index Average and has replaced LIBOR & LIBID 7.5 Council Permitted Investments – The Investments Regulations (Code on the Investment of Money by Scottish Local Authorities) requires Council approval of all the types of investment to be used and set appropriate limits for the amount that can be held for each investment type. These types of investment are termed permitted investments and any investments used which have not been approved as a permitted investment will be considered ultra vires. 7.5.1 The permitted investments which may be used in the forthcoming year are noted below. Details of the risks, mitigating controls and limits associated with each of these permitted categories are shown in Appendix 3. • Cash Type Instruments ▪ Deposits with the Debt Management Account Facility (UK Government) ▪ Deposits with other local authorities or public bodies ▪ Money Market Funds ▪ Call accounts, deposit accounts with financial institutions (banks and building societies ▪ Term deposits with financial institutions (banks and building societies) ▪ UK Government Gilts and Treasury Bills ▪ Certificates of deposits will financial institutions (banks and building societies) ▪ Structured deposit facilities with banks and building societies (escalating rates, de-escalating rates, etc). • Other Investments ▪ Investment properties ▪ Loans to third parties, including soft loans ▪ Loans to a local authority company ▪ Shareholding in a local authority company ▪ Non-local authority shareholdings ▪ Joint venture delivery companies such as Hub West Scotland ▪ Regeneration partnerships and development opportunities ▪ District Heating Schemes Page 98
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▪ Local Authority Mortgage Scheme (LAMS). 7.5.2 Permitted investments related to the Common Good are also shown in Appendix 3, and where applicable the same counterparty selection criteria as noted in 6.6 below will be applied. 7.6 Investment Counterparty Selection Criteria The primary principle governing the Council’s investment criteria is the security of its investments, although the yield or return on the investment is also a key consideration. After this main principle the Council will ensure: • It maintains a policy covering both the categories of investment types it will invest in, criteria for choosing investment counterparties with adequate security, and monitoring their security. • It has sufficient liquidity in its investments. For this purpose it will set out procedures for determining the maximum periods for which funds may prudently be committed. These procedures also apply to the Council’s prudential indicators covering the maximum principal sums invested. 7.6.1 The Section 95 Officer will maintain a counterparty list in compliance with the following criteria and will revise the criteria and submit them to Council for approval as necessary. This criteria selects which counterparties the Council will choose from, rather than defining what its investments are. 7.6.2 Credit rating type and definitions are attached within Appendices 4 and 6. 7.6.3 Credit rating information is supplied by our treasury consultants on all active counterparties that comply with the criteria below. Any counterparty failing to meet the criteria would be omitted from the counterparty (dealing) list. Any rating changes, rating watches (notification of a likely change), rating outlooks (notification of a possible longer term change) are provided to officers almost immediately after they occur and this information is considered before dealing. For instance a negative rating watch applying to any counterparty at the minimum Council criteria will be suspended from use, with all others being reviewed in light of market conditions. 7.6.4 The criteria for providing a pool of high quality cash type investment counterparties is: • Category 1 - Good Credit Quality – the Council will only use financial institutions (including certificates of deposit and corporate bonds) which: ▪ Are UK banks; and/or ▪ Are non-UK and domiciled in a country which has a minimum Sovereign long term rating of AA; The UK will be excluded from any Sovereign rating criteria. ▪ And have, as a minimum, the following Fitch, Moody’s and Standard and Poors (S&P) credit ratings (where rated): o Short Term – F1 (or equivalent from Fitch, Moody’s and S&P) o Long Term – A- (or equivalent from Fitch, Moody’s and S&P) The difference between the ratings will be reflected in the money limits as noted in Table K in Appendix 6. Page 99
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• Category 2 – Part nationalised UK banks –Royal Bank of Scotland Group. These banks can be included if they continue to be part nationalised or they meet the ratings in Category 1 above. • Category 3 - The Council’s own banker for transactional purposes if the bank falls below the above criteria specified in category 1, although in this case balances will be minimised in both monetary size and time. • Category 4 - Bank Subsidiary and Treasury Operations – the Council will use these where the parent bank has the necessary ratings outlined in category 1. • Category 5 - Building Societies – the Council will use all Societies which meet the ratings for banks outlined in category 1. • Category 6 - Money Market Funds – the Council will use either Constant Net Asset Value (CNAV) or Low Volatility Net Asset Value (LVNAV) money market funds that are AAA rated (by at least one of the 3 rating agencies) • Category 7 - UK Government (including gilts, treasury bills and the Debt Management Account Deposit Facility (DMADF/HM Treasury) • Category 8 - Local Authorities, etc 7.6.5 Due to the uncertainty in the financial markets it is recommended that the Investment Strategy is approved which will provide officers with the flexibility to deal with any unexpected occurrences. Officers can restrict the pool of available counterparties from these criteria to safer instruments and institutions. 7.6.6 The time limits for institutions on the Council’s cash type counterparty list are as noted in Table J in Appendix 6. 7.6.7 The Council’s bankers are currently Virgin Money (previously known as the Clydesdale Bank Plc) which falls within Category 3. It is recognised that the money limit of £5million may be breached for purely operational purposes on a temporary overnight basis only. The Chief Officer - Resources will endeavour to avoid this scenario but this allows for circumstances that are outwith the Council’s control where funds may be deposited unexpectedly or at short notice into the Council’s accounts after the dealing deadline for the day has passed. In such a circumstance the funds will require to be kept on an overnight basis in the Council’s bank account until appropriate arrangements can be made for investment. 7.6.8 Table J does not include a monetary limit for category 7 which are funds deposited with the UK Government namely the DMADF. This facility allows local authorities to deposit surplus cash on flexible terms and receive a market related rate of interest. Funds are held by the Bank of England and the scheme carried the Government’s own sovereign credit rating offering the highest available security and therefore no maximum monetary limit has been set. 7.6.9 Country and sector considerations - Due care will be taken to consider the country, group and sector exposure of the Council’s investments. In part the country selection will be chosen by the credit rating of the Sovereign state in Banks 1 above and the list of approved countries for investments are detailed in Appendix 5. In addition: • No more than 25% will be placed with any country outside of the UK at any time • Limits in place above will apply to Group companies Page 100
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• Sector limits will be monitored regularly for appropriateness. 7.6.10 Use of additional information other than credit ratings – Additional requirements under the Code of Practice now requires the Council to supplement credit rating information. Whilst the above criteria relies primarily on the application of credit ratings to provide a pool of appropriate counterparties for officers to use, additional operational market information will be applied before making any specific investment decision from the agreed pool of counterparties. This additional market information (for example Credit Default Swaps, negative rating watches/outlooks) will be applied to compare the relative security of differing investment counterparties. 7.6.11 Economic Investment Considerations – Current forecasts on shorter-term interest rates, on which investment decisions are based, show a potential for the current 5.25% Bank Rate to continue to slowly decrease. The Council’s investment decisions are based on comparisons between the rises priced into market rates against the Council’s and advisers own forecasts. 7.6.12 There is an operational difficulty arising from the current economic situation. There is currently little value investing longer term unless credit quality is reduced. Whilst some selective options do provide additional yield uncertainty over counterparty creditworthiness suggests shorter dated investments would provide better security. 7.6.13 The criteria for choosing counterparties set out above provide a sound approach to investment in “normal” market circumstances. Whilst Members are asked to approve this base criteria above, under the exceptional current market conditions the Section 95 Officer (Chief Officer - Resources) may temporarily restrict further investment activity to those counterparties considered of higher credit quality than the minimum criteria set out for approval. These restrictions will remain in place until the banking system returns to “normal” conditions. Similarly the time periods for investments will be restricted. 7.7 Sensitivity to Interest Rate Movements - Whilst most of the risks facing the treasury management service are addressed elsewhere in this report (credit risk, liquidity risk, market risk, maturity profile risk), the impact of interest rate risk is discussed but not quantified. Table K in Appendix 6 highlights the estimated impact of a 1% increase/decrease in all interest rates to the estimated treasury management costs/income for next year. That element of the debt and investment portfolios which are of a longer term, fixed interest rate nature will not be affected by interest rate changes. 7.8 Ethical Investments - This is the placing of funds and selecting investments in a manner that reflects an authority’s ethical values. Generally, two sets of criteria are drawn up – negative and positive values whereby investments are to be avoided or encouraged. 7.8.1 The following policy statement was approved on 25 October 2017: 7.8.2 The Council will not knowingly invest directly in organisations (including financial institutions and money market funds) whose activities and practices pose a risk of serious harm to individuals and/or groups, or whose activities are inconsistent with the Council’s vision, values and priorities. This could include avoiding direct investment in organisations with material links to: • Human rights abuse (e.g. child labour) • Environmentally harmful activities (e.g. destruction of habitat) • Socially harmful activities (e.g. gambling). Page 101
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7.8.3 In order to give effect to its commitment to this policy the Chief Officer - Resources contacted all investment counterparties on 9 January 2018 advising of our policy. 7.8.4 In accordance with the further commitments that were given in October 2017 it is considered that this policy statement remains relevant and does not require to be amended at this time. 8. Treasury Management Limits on Activity 8.1 There are four further treasury activity limits, which were previously prudential indicators. The purpose of these prudential indicators is to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. However, if these are set to be too restrictive they will impair the opportunities to reduce costs. • Upper limits on variable interest rate exposure – This indicator identifies a maximum limit for variable interest rates based upon the debt position net of investments • Upper limits on fixed interest rate exposure – Similar to the previous indicator this covers a maximum limit on fixed interest rates. • Maturity structures of borrowing – These limits are set to reduce the Council’s exposure to large fixed rate sums falling due for refinancing, and are required for upper and lower limits. • Total principal funds invested for greater than 364 & 365 days - These limits are set with regard to the Council’s liquidity requirements and to reduce the need for early sale of an investment, and are based on the availability of funds after each year-end. The proposed indicators are shown within Table L in Appendix 6. 9. Performance Indicators 9.1 The Code of Practice on Treasury Management requires the Council to set performance indicators to assess the adequacy of the treasury function over the year. These are distinct historic indicators, as opposed to the prudential indicators, which are predominantly forward looking. Examples of performance indicators often used for the treasury function are: • Debt – Borrowing - Average rate of borrowing for the year compared to average available • Debt – Average rate movement year on year • Investments – Internal returns above the 7 day SONIA rate. 9.2 The results of these indicators will be reported in the Treasury Annual Report for 2023/24. 10. Treasury Management Advisors 10.1 The Council uses Link Asset Services as its treasury management advisors. The company provides a range of services which include: • Technical support on treasury matters, capital finance issues and the drafting of Member reports Page 102
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• Economic and interest rate analysis • Debt services which includes advice on the timing of borrowing • Debt rescheduling advice surrounding the existing portfolio • Generic investment advice on interest rates, timing and investment instruments • Credit ratings/market information service comprising the three main credit rating agencies. 10.2 The current treasury advisor contract was awarded to Link Asset Services following a quick quote exercise and commencing on 1 May 2021 until 30 April 2023, with an option to extend for one year. This option was recently agreed with the contract now due to terminate on the 30th April 2024. Officers are actively reviewing the treasury advisor contract and are reviewing options to secure best value for the Council. 10.3 The Council recognises that responsibility for treasury management decisions remains with the organisation at all times and will ensure that undue reliance is not place upon external service providers. 10.4 The Council also recognises that there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure that the terms of their appointment and the methods by which their value is assessed are properly agreed and documented, and subjected to regular review. 10.5 Whilst the advisers provide support to the internal treasury function the final decision on treasury matters remains with the Council. 11. The Monitoring of Investment Counterparties 11.1 The credit rating of counterparties will be monitored regularly. The Council receives credit rating information (changes, rating watches and rating outlooks) from Link Asset Services as and when ratings change, and counterparties are checked promptly. On occasion ratings may be downgraded when an investment has already been made. The criteria used are such that a minor downgrading should not affect the full receipt of the principal and interest. Any counterparty failing to meet the criteria will be removed from the list immediately by the Chief Officer - Resources and, if required, new counterparties which meet the criteria will be added to the list. Page 103
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Appendix 3 West Dunbartonshire Council and Common Good Funds Permitted Investments, Associated Controls and Limits Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Cash Type Instruments Deposits with the Debt Management Account Facility (UK Government) (Very low risk) This is a deposit with the UK Government and as such counterparty and liquidity risk is very low, and there is no risk to value. Deposits can be between overnight and 6 months. Little mitigating controls required. As this is a UK Government investment the monetary limit is unlimited to allow for a safe haven for investments. As shown in Table J. Deposits with other local authorities or public bodies (Very low risk) These are considered quasi UK Government debt and as such counterparty risk is very low, and there is no risk to value. Liquidity may present a problem as deposits can only be broken with the agreement of the counterparty, and penalties can apply. Deposits with other non- local authority bodies will be restricted to the overall credit rating criteria. Little mitigating controls required for local authority deposits, as this is a quasi UK Government investment. Non- local authority deposits will follow the approved credit rating criteria. As shown in Table J. Money Market Funds (MMFs) (Very low risk) Pooled cash investment vehicle which provides very low counterparty, liquidity and market risk. These will primarily be used as liquidity instruments. Funds will only be used where the MMFs has an “AAA” rated status from either Fitch, Moody’s or Standard and Poor’s. As shown in Table J. Call account deposit accounts with financial institutions (banks and building societies) (Low risk depending on credit rating) These tend to be low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is high and investments can be returned at short notice. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Page 104
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Term deposits with financial institutions (banks and building societies) (Low to medium risk depending on period & credit rating) These tend to be low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is low and term deposits can only be broken with the agreement of the counterparty, and penalties may apply. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Government Gilts and Treasury Bills (Very low risk) These are marketable securities issued by the UK Government and as such counterparty and liquidity risk is very low, although there is potential risk to value arising from an adverse movement in interest rates (no loss if these are held to maturity. Little counterparty mitigating controls are required, as this is a UK Government investment. The potential for capital loss will be reduced by limiting the maximum monetary and time exposures. As shown in Table J. Certificates of deposits with financial institutions (Low risk) These are short dated marketable securities issued by financial institutions and as such counterparty risk is low, but will exhibit higher risks than the first three categories above. There is risk to value of capital loss arising from selling ahead of maturity if combined with an adverse movement in interest rates. Liquidity risk will normally be low. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Page 105
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Structured deposit facilities with banks and building societies (escalating / de- escalating rates, etc.) (Low to medium risk depending on period & credit rating) These tend to be medium to low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is very low and investments can only be broken with the agreement of the counterparty (penalties may apply). The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Corporate Bonds (Medium to high risk depending on period & credit rating) These are marketable securities issued by financial and corporate institutions. Counterparty risk will vary and there is risk to value of capital loss arising from selling ahead of maturity if combined with an adverse movement in interest rates. Liquidity risk will be low The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. Corporate bonds will be restricted to those meeting the base criteria. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Other Types of Investments Investment properties These are properties that are not used to facilitate service delivery but are held solely to earn rentals or for capital appreciation or both. These are highly illiquid assets with high risk to value (the potential for property prices to fall or for rental voids). In larger investment portfolios some small allocation of property based investment may counterbalance/compliment the wider cash portfolio. Property holding will be re- valued regularly and reported annually with gross and net rental streams. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 106
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Loans to third parties, including soft loans These are service investments either at market rates of interest or below market rates (soft loans). These types of investments may exhibit credit risk and are likely to be highly illiquid. Each third party loan requires Member approval and each application is supported by the service rational behind the loan and the likelihood of partial or full default. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Loans to a local authority company These are service investments either at market rates of interest or below market rates (soft loans). These types of investments may exhibit credit risk and are likely to be highly illiquid. Each loan to a local authority company requires Member approval and each application is supported by the service rational behind the loan and the likelihood of partial or full default. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Shareholdings in a local authority company These are service investments which may exhibit market risk and are likely to be highly illiquid. Each equity investment in a local authority company requires Member approval and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Non-local authority shareholdings These are non-service investments which may exhibit market risk, be only considered for longer term investments, likely to be liquid. Any non-service equity investment will require separate Member approval and each application will be supported by rational behind the service the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 107
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Joint venture delivery companies such as hub West Scotland Public sector organisations across a hub territory will work in partnership with each other, and a private sector delivery partner, in a joint venture delivery company called hub West Scotland. . Any investment in hub West Scotland requires approval from the Section 95 Officer (Chief Officer - Resources) and the Chief Executive in consultation with the Leader of the Council and the Leader of the Opposition and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Regeneration partnerships and development opportunities Investments undertaken with the prime intention of local area regeneration. Any investment in a regeneration partnership / development opportunity requires Member approval with each application supported by rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Investment in Projects procured and managed by third parties e.g. District Heating Schemes Investments undertaken to assist in facilitating third party projects where the Council has an interest in the successful outcome of the project. Expectation of a financial return for the Council. Any investment in such projects requires Member approval and each application will be supported by a business case for the investment and the expectation of a financial benefit to the Council. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Local Authority Mortgage Scheme (LAMS) These are service investments at market rates of interest. Under this scheme the Council is required to place funds for a number of years with the bank which is participating in this scheme Any investment in the LAMS requires Member approval and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 108
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Appendix 4 Type of Rating Rating Explanation Fitch -Short Term F1+ Indicates exceptionally strong capacity for timely payment of financial commitments F1 Indicates strong capacity for timely payment of financial commitments Fitch - Long Term AA- Indicates very strong capacity for timely payment of financial commitments and this capacity is not significantly vulnerable to foreseeable events A- Indicates strong capacity for timely payment of financial commitments. This capacity may, nevertheless, be more vulnerable to changes in circumstances or in economic conditions than is the case for higher ratings Moody’s - Short Term P-1 Banks based Prime-1 for deposits offer superior credit quality and a very strong capacity for timely payment of short term deposit obligations Moody’s - Long Term Aa Offer excellent credit quality, with susceptibility to long term risks with a vulnerability to greater fluctuations within protective elements A Offer excellent credit quality, but elements suggest a Susceptibility to impairment over the long term Standard & Poors - Short Term A-1 Indicates a strong capacity to meet institutions financial commitments. Within this category, certain obligors are designated with a plus sign (+). This indicates that the obligor’s capacity to meet its financial commitments is EXTREMELY STRONG Standard & Poors - Long Term AA- Indicates strong capacity for timely payment of financial commitments A- Indicates strong capacity for timely payment of financial commitments. This capacity may, nevertheless, be more susceptible to the adverse effects of changes in circumstances or in economic conditions than is the case for higher rated category Page 109
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Appendix 5 West Dunbartonshire Council and Common Good Funds Permitted Investments, Approved Countries for Investments Based on lowest available rating AAA • Australia • Denmark • Germany • Netherlands • Norway • Singapore • Sweden • Switzerland AA+ • Canada • Finland • U.S.A. AA • Abu Dhabi (UAE) AA- • Belgium • France • Qatar • U.K. Please note that this is the list will be updated as required on an ongoing basis Page 110
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West Dunbartonshire Council Prudential and Treasury Indicators General Services 32,799 76,757 59,808 27,507 14,416 11,089 11,041 10,781 10,838 10,738 Capital receipts (0) 0 0 0 0 0 0 0 0 0 Capital grants 19,492 28,081 20,038 8,477 6,722 6,722 6,722 6,722 6,722 6,722 Revenue 250 250 0 0 0 0 0 0 0 0 Other funding 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 13,057 48,426 39,770 19,030 7,694 4,367 4,319 4,059 4,116 4,016 HRA 55,680 73,385 77,676 55,760 47,898 33,450 21,917 22,355 21,854 21,854 Capital receipts 0 0 0 0 0 0 0 0 0 0 Capital grants 9,885 13,004 8,941 4,573 4,010 3,074 0 0 0 0 Revenue 0 0 0 0 0 0 0 0 0 0 Other funding 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 45,795 60,381 68,735 51,187 43,888 30,376 21,917 22,355 21,854 21,854 General Services 32,799 76,757 59,808 27,507 14,416 11,089 11,041 10,781 10,838 10,738 HRA 55,680 73,385 77,676 55,760 47,898 33,450 21,917 22,355 21,854 21,854 Capital Expenditure 88,479 150,142 137,484 83,267 62,314 44,539 32,958 33,136 32,692 32,592 Capital receipts (0) 0 0 0 0 0 0 0 0 0 Capital grants 29,377 41,085 28,979 13,050 10,732 9,796 6,722 6,722 6,722 6,722 Revenue 250 250 0 0 0 0 0 0 0 0 Other funding 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 58,852 108,807 108,505 70,217 51,582 34,743 26,236 26,414 25,970 25,870 Capital Financing Requirement CFR – General Services 396,061 445,645 492,739 517,478 534,331 542,753 546,909 551,141 555,136 559,064 CFR – HRA 396,061 445,645 492,739 517,478 534,331 542,753 546,909 551,141 555,136 559,064 Total CFR 792,123 891,290 985,477 1,034,956 1,068,662 1,085,506 1,093,818 1,102,282 1,110,272 1,118,128 Movement in CFR 49,745 99,168 94,187 49,479 33,705 16,844 8,312 8,464 7,990 7,857 Movement in CFR represented by Net financing need for the year (above) 58,852 108,807 108,505 70,217 51,582 34,743 26,236 26,414 25,970 25,870 Loans Fund Review - - - - - - - - - - Less scheduled debt amortisation and other financing movements (9,107) (9,639) (14,318) (20,738) (17,877) (17,899) (17,923) (17,950) (17,980) (18,013) Movement in CFR 49,745 99,168 94,187 49,479 33,705 16,844 8,312 8,464 7,990 7,857 Forecast 2032/33 Forecast 2032/33 Forecast 2032/33 Forecast 2032/33 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Financed by: Table B - Capital Financing Requirement £000 Forecast 2023/24 General Services and HRA Combined £000 Forecast 2023/24 Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Forecast 2031/32 Financed by: Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Table A - Net Capital Financing Need General Services and HRA Shown Separately £000 Forecast 2023/24 Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2031/32£000 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Financed by: Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2023/24 APPENDIX 6 Page 111
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West Dunbartonshire Council Prudential and Treasury Indicators Table C - Internal Loan Fund Repayment Profile (excluding PPP repayments) £M £M £M Under 12 months 4.023 6.836 10.859 2 years to 5 years 16.888 27.080 43.968 6 years to 10 years 23.520 38.567 62.087 11 years to 15 years 27.967 30.964 58.931 16 years to 20 years 25.956 38.527 64.483 21 years to 25 years 18.217 42.462 60.679 26 years to 30 years 12.574 25.349 37.923 31 years to 35 years 9.941 5.304 15.245 36 years to 40 years 11.526 3.250 14.776 41 years to 45 years 12.257 3.378 15.635 46 years to 50 years 14.057 4.785 18.842 51 years to 55 years 18.900 7.114 26.014 56 years to 60 years 24.414 8.395 32.809 60 years plus 134.080 22.244 156.324 Total 354.320 264.255 618.575 General Services (Exc PPP) 10.64% 12.21% 11.83% 11.07% 8.10% 2.80% 2.63% 2.99% 3.08% 3.21% General Services 15.19% 16.69% 16.22% 15.32% 12.20% 6.74% 6.46% 6.67% 6.58% 6.50% HRA 38.22% 42.68% 41.12% 38.57% 46.79% 14.68% 14.47% 14.00% 12.70% 11.25% External Debt Debt at 1 April 620,831 670,883 768,637 863,570 913,764 948,204 965,806 974,899 984,171 992,999 New Borrowing - CFR 50,052 97,754 94,933 50,195 34,440 17,601 9,094 9,272 8,828 8,728 Debt at 31 March 670,883 768,637 863,570 913,764 948,204 965,806 974,899 984,171 992,999 1,001,727 Long Term Liabilities at 1 April 90,122 89,815 91,229 90,482 89,767 89,032 88,275 87,494 86,686 85,847 Change in Long Term Liabilities (307) 1,414 (746) (716) (735) (757) (782) (808) (838) (871) Long Term Liabilities at 31 March 89,815 91,229 90,482 89,767 89,032 88,275 87,494 86,686 85,847 84,976 Gross Debt at 31 March 760,698 859,865 954,052 1,003,531 1,037,237 1,054,081 1,062,393 1,070,857 1,078,847 1,086,703 Capital Financing Requirement 792,123 891,290 985,477 1,034,956 1,068,662 1,085,506 1,093,818 1,102,282 1,110,272 1,118,128 Under / (Over) Borrowing 31,425 31,425 31,425 31,425 31,425 31,425 31,425 31,425 31,425 31,425 Forecast 2032/33 Forecast 2032/33 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Table E - Gross External Debt compared to the Underlying Need to Borrow (CFR) £000 Forecast 2023/24 Forecast 2024/25 Forecast 2031/32 Forecast 2025/26 Forecast 2026/27 Forecast 2031/32 HRA Total Forecast 2023/24 Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Table D - Ratio of Financing Costs to Net Revenue Stream General Services Page 112
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West Dunbartonshire Council Prudential and Treasury Indicators External Debt 737,971 845,500 949,927 1,005,141 1,043,025 1,062,386 1,072,389 1,082,589 1,092,299 1,101,900 Long Term Liability 98,797 100,352 99,531 98,744 97,936 97,103 96,243 95,354 94,432 93,474 Total 836,768 945,852 1,049,457 1,103,884 1,140,960 1,159,489 1,168,632 1,177,943 1,186,731 1,195,374 External Debt 805,059 922,364 1,036,284 1,096,517 1,137,845 1,158,967 1,169,879 1,181,006 1,191,599 1,202,073 Long Term Liability 107,778 109,475 108,579 107,720 106,839 105,930 104,993 104,023 103,017 101,971 Total 912,837 1,031,839 1,144,863 1,204,237 1,244,684 1,264,897 1,274,872 1,285,028 1,294,616 1,304,044 Bank Rate 5.25% 5.25% 4.75% 4.25% 3.75% 3.25% 3.00% 3.00% 3.00% 3.00% 3.00% 5yr PWLB Rate 4.50% 4.40% 4.30% 4.20% 4.10% 4.00% 3.80% 3.70% 3.60% 3.60% 3.50% 10yr PWLB Rate 4.70% 4.50% 4.40% 4.30% 4.20% 4.10% 4.00% 3.90% 3.80% 3.70% 3.70% 25yr PWLB Rate 5.20% 5.10% 4.90% 4.80% 6.40% 4.40% 4.30% 4.20% 4.20% 4.10% 4.10% 50yr PWLB Rate 5.00% 4.90% 4.70% 4.60% 4.40% 4.20% 4.10% 4.00% 4.00% 3.90% 3.90% Long term rating 1 year 2 years 3 years 4 years 5 years AAA 0.04% 0.09% 0.16% 0.25% 0.34% AA 0.02% 0.04% 0.09% 0.16% 0.22% A 0.05% 0.13% 0.24% 0.36% 0.50% BBB 0.14% 0.38% 0.65% 0.97% 1.29% BB 0.64% 1.85% 3.21% 4.50% 5.73% B 2.73% 6.63% 10.29% 13.41% 15.82% CCC 18.60% 26.52% 31.84% 34.95% 37.84% Note - The AAA default risk is actually higher than the AA default risk due the number of AAA rated institutions left Forecast 2031/32 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Mar-26 Table H - Interest Rate Forecast Table G - Authorised Limit £000 Forecast 2023/24 Forecast 2024/25 Sep-26Jun-26 Table I - Historic Risk of Default Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25Link Asset Services Interest Rate View Mar-24 Jun-24 Forecast 2032/33 Forecast 2032/33 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Table F - Operational Boundary £000 Forecast 2023/24 Forecast 2024/25 Forecast 2025/26 Forecast 2026/27 Page 113
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West Dunbartonshire Council Prudential and Treasury Indicators Investment Fitch Category (or equivalent) Money Limit F1+ / AA- £10million F1 / A- £5 million 2 F1/A- £10 million (per group) 3 £5 million 4 £5 million 5 As in 1 above £10million and £5million Sector Limit £25 million Fund Limit £5 million 7 No limit Sector Limit £25 million Fund Limit £5 million £000 1% -1% Variable Rate Debt Payments N/A N/A N/A Variable Rate Investment income 53,000 530 -530 364 days Very liquid no time limit applies 6 months 364 days Table K - Sensitivity to Interest Rate Movements 1 6 8 Table J - Counterparty Limits Time Limit 364 days 364 days Overnight 364 days Page 114
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West Dunbartonshire Council Prudential and Treasury Indicators 2023/24 Upper Limits on fixed interest rates Limits on variable interest rates Lower Upper Lower Upper Lower Upper Under 12 months 0% 50% 0% 50% 0% 50% 12 months to 2 years 0% 50% 0% 50% 0% 50% 2 years to 5 years 0% 50% 0% 50% 0% 50% 5 years to 10 years 0% 50% 0% 50% 0% 50% 10 years to 20 years 0% 50% 0% 50% 0% 50% 20 years to 30 years 0% 50% 0% 50% 0% 50% 30 years to 40 years 0% 50% 0% 50% 0% 50% 40 years to 50 years 0% 100% 0% 100% 0% 100% 50 years to 60 years 0% 100% 0% 100% 0% 100% 60 years to 70 years 0% 100% 0% 100% 0% 100% Principal sums invested > 364 & 365 days Maturity Structure of fixed interest rate borrowing £7m£nil Table L- Treasury Management Limits on Activity £nil £7m £nil £7m 100% 100% 100% 50% 50% 50% 2024/25 2025/26 Upper Upper Page 115
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 27 March 2024 ___________________________________________________________________ Subject: General Services Budgetary Control Report to 31 January 2024 (Period 10) 1. Purpose 1.1 This report provides an update on the General Services revenue budget and the approved capital programme to 31 January 2024. 2. Recommendations 2.1 Council is asked to: i) note a current projected annual adverse variance on the revenue account of £0.433m (0.2% of total budget); and ii) note that projected expenditure on the capital account is lower than the 2023/24 budget by £59.397m (64.42% of budget), made up of £59.786m (64.84% of budget) of project re-profiling, and an in-year overspend of £0.388m (0.42% of budget). 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council (the Council) on 1 March 2023, Members agreed the revenue estimates for 2023/2024. A total net budget of £265.160m was approved for General Services. 3.2 Since the budget was agreed, additional funding has been provided by the Scottish Government of £7.675m; revising the total net budget to £271.229m as shown in the table below: Service £m £m Agreed 2023/24 Revenue Budget 1 March 2023 265.160 Additional Funding: No One Left Behind Housing & Employability 0.189 Child Poverty Housing & Employability 0.078 Teacher’s Pay Award Education 2.724 Summer 23 Programme Education 0.080 Local Govt Pay Award (Para 4.8) All 4.589 Training for Support Staff Education 0.015 Total Additional Funding 7.675 Additional Revenue Support Grant (Para 4.9) (1.606) Revised 2023/24 Revenue Budget as at Period 10 271.229 ITEM 11 Page 117
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Capital 3.3 At its 1 March 2023 meeting, the Council also agreed the updated General Services Capital Plan for 2023/2024 to 2031/32. The three years from 2023/24 to 2025/26 were approved in detail with the remaining years being indicative at that stage. After adjusting for anticipated re-profiling from 2022/23 into 2023/24, the budget agreed for 2023/24 was £79.916m, as noted below. 3.4 Since then, budget adjustments have taken place through • further 2022/23 capital re-profiling • additional external funding • additional income received in 2022/23 which should have been carried forward into 2023/24 per grant conditions This results in a revised 2023/24 capital budget of £92.199m, as follows: £m Agreed 2023/24 Capital Budget (Council – March 2023) 79.916 Additional re-profiling from 2022/23 – following year end 9.206 Additional income received in 2022/23 0.125 New Funding Nature Restoration Fund 0.257 Cycling, Walking and Safer Streets 0.561 Strathclyde Partnership for Transport 0.650 Road Safety 0.134 School Upgrades 0.200 Play Parks 0.157 Community Bus 0.008 Building Upgrades – New Weather Pitches & Outdoor Classroom 0.360 East End Resurfacing 0.175 Dalmonach Steps Upgrade 0.200 Pappert 2G Pitch 0.250 Revised 2023/24 Capital Budget as at Period 10 92.199 4. Main Issues Revenue 4.1 The summary report at Appendix 1 highlights a projected annual adverse variance (overspend) of £0.433m (0.2% of the total budget). This is an improved position of £2.352m from the £2.785m adverse position reported at period 7. This is primarily due to: • additional revenue support grant of £1.606m as detailed in the table above and at paragraph 4.9; • an in-depth review of the Roads and Neighbourhood services budget which identified opportunities to improve the projected year end outturn by £0.700m as reported to the IRED Committee on 7 February 2024. Page 118
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Appendix 2 provides more detailed service reports by Chief Officer. 4.2 Information on projected annual variances in excess of £0.050m are highlighted and noted within Appendix 3, with additional information on action being taken to minimise or mitigate overspends where possible. 4.3 A list of agreed management adjustments totalling £11.809m is shown within Appendix 4. Current indications show, £11.157m is on target to be achieved. However, Appendix 4 also shows that it is anticipated that £0.651m will not be achieved and will be funded by the smoothing fund for 2023/24 only, with the expectation that the full saving will be achieved in future years. 4.4 A breakdown of the 2023/24 earmarked balances are shown within Appendix 5 and is summarised as follows: £m Earmarked balances brought forward from 2022/23 24.590 Adjustment to revenue reserve in relation to cost of living initiatives, transferred from capital reserve 0.225 Revised Earmarked balances brought forward from 2022/23 24.815 Anticipated forecast spend 2023/24 (11.963) Amounts due to be released in 2023/24 (1.820) Balance anticipated to be c/fwd into 2024/25 11.032 4.5 Due to the current financial challenges facing the Council, recruitment restrictions have been implemented and the filling of vacancies is subject to active review. For variances linked to this action (beyond the budgeted turnover targets), in year savings through not filling vacancies, are now being removed from services and held in a central code. This has resulted in a number of favourable service variances being removed from services and held centrally (currently £0.990m). This has no impact on the overall projected outturn of the Council, simply on how that outturn is reported. 4.6 With vacancy savings being removed from service budgets and transferred to a central budget, other projected overspends identified within services are now more clearly reported. This demonstrates that, if the Council were to only meet the budgeted turnover level of vacancies, there would be a far more significant overspend which highlights the extent to which the Council cannot afford to operate with its current full establishment. 4.7 The effects of removing the vacancy savings from service budgets to a central budget as at Period 10 are noted below: Service with Vacancy Transfers at Period 10 Variance in BCR (under)/over £000 Vacancy Savings Moved to Central Budget (under)/over £000 Variance if vacancies were not removed (under)/over £000 Resources 478 63 415 Page 119
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Regulatory and Regeneration (612) 244 (856) People and Technology (283) 115 (398) Citizens, Culture & Facilities (67) 406 (473) Roads and Neighbourhood 1,074 79 995 Miscellaneous 329 83 246 Central Budget 990 4.8 The 2023/24 budget has been increased to reflect the £4.589m of funding made available by the Scottish Government for the 2023/24 pay award which was based on the total local government workforce. Council have the autonomy to allocate funding based on local needs and priorities. Therefore, as reported to Council as part of the financial update paper on 20 December 2023, the budgetary control report assumes 100% of the funding will be retained by the Council pending a Council decision to be taken on 6 March 2024, when the Council agrees the 2024/25 budget. 4.9 The staff of the Health and Social Care Partnership (HSCP) make up 35% of the overall Council staff costs (excluding Teachers) which represents £1.606m as a proportion of the £4.589m of funding. If, on 6 March 2024, Council decide to pass through all or some of this additional Revenue Support Grant funding to the HSCP, the amount passed through will increase the need to use Council reserves to offset any in-year variance. Capital 4.10 The current progress on the capital plan is shown in Appendices 6 to 9. 4.11 The overall programme summary report at Appendix 6 shows that planned 2023/24 expenditure is lower than the 2023/24 budget by £59.397m (64.42% of budget), made up of £59.786m (64.84% of budget) of project re-profiling, and an in-year overspend of £0.388m (0.42% of budget). 4.12 Appendix 6 also provides an analysis of the overall programme at each alert status and a summary budgetary control report including detailing the number of projects and corresponding spend as a percentage of the overall programme currently at red, amber or green alert status for project life and the current year. The current projections are based on best judgement as to how these projects will continue in operation during the remainder of the year. 4.13 Appendices 7 and 8 detail the financial analysis of projects at red and green status respectively (currently no amber) and provide additional information on action being taken to minimise or mitigate under or overspends where possible. Appendix 9 provides an analysis of resources. 4.14 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: Page 120
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Project Name Period 7 Re-profiling (£m) Period 10 Re-profiling (£m) Movement (£m) Strathleven Place 1.540 1.540 0 New West Bridgend Community Centre 0.990 1.053 0.063 Regeneration/Local Economic Development 1.911 2.422 0.511 Regeneration Fund 3.824 3.824 0 Clydebank Can on the Canal 0.707 0.707 0 LUF 0 14.871 14.871 District Heating Network Expansion 6.959 7.109 0.150 Heritage Fund 0.558 0 0 River Leven Flood Prevention Scheme 0.620 0.620 0 Gruggies Burn 0.930 0.930 0 Vehicle Replacement Strategy 0.500 0.900 0.400 Vehicle Replacement 0 2.859 2.859 Waste Transfer Station 1.780 1.780 0 Exxon City Deal 7.845 7.845 0 Depot Rationalisation 1.938 2.138 0.200 Schools Estate Improvement Plan 0.985 3.700 2.715 Schools Estate Improvement Plan - next Phase - Faifley Campus 0 1.916 1.916 HSCP ICT Upgrade of systems 0.534 0.534 0 4.15 For comparison purposes, a summary of the change in re-profiling since the last budgetary control report presented to Council is noted below: Period 7 Period 10 Movement £m £m £m Overall capital plan 91.266 92.199 0.933 Overall variance (36.365) (59.397) (23.033) Re-Profiling (35.988) (59.786) (23.798) Net over/ under (0.377) 0.388 0.765 % Re-Profiling 39.43% 64.84% 25.41% Page 121
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5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for both General Services revenue and capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) 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 which could affect the year end results for both the revenue and capital budgets; (b) As a consequence of current market conditions, capital receipts may either not be received or they may be less than anticipated. The budget assumption is that all capital receipts achieved in 2023/24 will be used to the principal and premium repayments within the loan charges budget. Any shortfall in capital receipts below that budgeted will affect the revenue budget position. This is being closely monitored and any issues will be reported to Council; (c) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to rise. To forecast for the full year costs budget assumptions have been required (particularly around energy and interest costs). These assumptions continue to change regularly and therefore it is likely that the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the revenue and capital budgets have been consulted in the compilation of this report. Page 122
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12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. _________________ Laurence Slavin Chief Officer – Resources Date: 7 March 2024 __________________________________________________________________ Person to Contact: Janine Corr, Accountant Council Offices, Church Street, Dumbarton E-mail: janine.corr@west-dunbarton.gov.uk Appendices: Appendix 1 - Revenue Budgetary Control 2023/24 – Corporate Summary; Appendix 2 - Revenue Budgetary Control 2023/24 – Chief Officer Summaries; Appendix 3 - Analysis of Revenue Variances over £50,000; Appendix 4 - Monitoring of Efficiencies Appendix 5 - Monitoring of Earmarked Balances Appendix 6 - Overall Capital Programme Summary; Appendix 7- Analysis of Projects at Red Status; Appendix 8 - Analysis of Projects at Green Status; Appendix 9 - Analysis of Capital Resources. Background Papers: • Ledger output – Period 10; • General Services Revenue Estimates 2023/24 • General Services Capital Plan Update - Council 1 March 2023. Wards Affected All Wards Page 123
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2023/24 SUMMARY PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % Resources 1,801 9,677 2,279 478 26.5% Regulatory and Regeneration 3,243 3,582 2,631 (612) -18.9% People & Technology 10,485 9,181 10,202 (283) -2.7% Citizens, Culture and Facilities 14,819 13,535 14,751 (67) -0.5% Education, Learning and Attainment 120,349 100,839 123,588 3,240 2.7% Roads and Neighbourhood 16,656 24,990 17,730 1,074 6.4% 2,873 4,557 2,964 91 3.2% Miscellaneous Services 7,562 6,997 7,875 313 4.1% Vacancy Freeze 990 0 0 (990) -100.0% Loan Charges 13,976 11,647 13,976 0 0.0% Capital Receipts used to fund Loan Charges (2,884) (2,403) (2,884) 0 0.0% Requisition (VJB) 732 584 779 47 6.4% Requisition (SPT) 1,588 1,588 1,588 0 0.0% Requisition (CJP) 1,697 0 63 (1,634) -96.3% Requisition (HSCP) 84,671 70,559 84,671 0 0.0% Non GAE Allocation (7,328) (6,107) (7,328) 0 0.0% Total Expenditure 271,229 249,225 272,886 1,657 0.6% Council Tax (40,254) (33,545) (40,254) 0 0.0% Revenue Support Grant (131,105) (104,056) (131,086) 19 0.0% Non Domestic Rates (93,396) (77,830) (93,396) 0 0.0% Use of Reserves (6,474) (6,733) (7,717) (1,243) 19.2% Total Resources (271,229) (222,164) (272,453) (1,224) 0.5% Net Expenditure (0) 27,061 433 433 0.2% Department Summary Variance Housing and Employability Page 124
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 RESOURCES SUMMARY PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % 90 45 77 (13) -14% 1,329 1,262 1,404 75 6% (341) 3,710 (226) 115 -34% 2,300 2,185 2,282 (18) -1% 333 275 341 8 2% 17 0 37 20 115% (798) (246) (823) (25) 3% Office Accommodation 1,231 1,213 1,293 62 5% Corporate Assets (2,361) 1,284 (2,092) 269 -11% 0 (50) (14) (14) 0% 1,801 9,677 2,279 478 27% Total Net Expenditure Finance Cost of Collection of Council Tax Cost of Collection of Rates Rent Rebates & Allowances Corporate Asset Maintenance Variance Service Summary Service / Subjective Summary Finance Business Centre Audit Revenues & Benefits Page 125
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 REGULATORY AND REGENERATION SUMMARY PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % 802 671 775 (27) (0) 767 701 769 2 0 (143) (199) (220) (77) 1 759 758 747 (12) (0) 715 143 231 (484) (1) 169 542 134 (35) (0) Economic Development 174 966 195 21 0 3,243 3,582 2,631 (612) (0) Democratic and Registration Service Legal Services Licensing Environmental Health Planning Variance Total Net Expenditure Service / Subjective Summary Service Summary Procurement Page 126
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 PEOPLE AND TECHNOLOGY PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % 836 757 833 (3) 0% 2,074 1,711 2,041 (33) -2% 4,682 4,263 4,452 (230) -5% Central Administration Support 2,894 2,450 2,876 (18) -1% 10,485 9,181 10,202 (283) -3% Variance Total Net Expenditure Transactional Services Information Services Strategic People and Change Service / Subjective Summary Service Summary Page 127
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 CITIZENS, CULTURE AND FACILITIES PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % 267 178 221 (47) -17% 1,367 1,312 1,371 4 0% 244 181 226 (18) -7% Clydebank Town Hall 345 184 284 (61) -18% Libraries 1,865 1,495 1,863 (2) 0% Arts and Heritage 311 259 307 (4) -1% Catering Services 4,786 4,821 4,813 27 1% Building Cleaning 1,854 1,722 1,809 (45) -2% Building Cleaning PPP (187) (121) (156) 31 -16% Facilities Assistants 2,394 2,015 2,411 17 1% Facilities Management 578 500 595 18 3% Communities 947 932 953 6 1% Events 48 55 55 7 15% 14,819 13,535 14,751 (67) 0% Variance Total Net Expenditure Citizen Services Service / Subjective Summary Service Summary Communications & Marketing Performance & Strategy Page 128
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 EDUCATION, LEARNING AND ATTAINMENT PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % Primary Schools 33,553 27,257 33,235 (319) -1% Secondary Schools 33,392 27,704 33,387 (5) 0% Specialist Educational Provision 17,600 15,177 20,982 3,383 19% Psychological Services 621 464 585 (36) -6% Sport Development / Active Schools 627 (209) 627 0 0% Early Education 9,759 5,556 9,748 (11) 0% PPP 16,501 16,608 16,545 44 0% Creative Arts 658 501 655 (3) 0% Curriculum for Excellence 92 72 92 0 0% Central Admin 955 876 953 (2) 0% Workforce CPD 368 268 368 (0) 0% Performance & Improvement 457 429 479 22 5% Education Development 2,065 1,629 2,052 (13) -1% Raising Attainment - Primary 0 0 0 0 0% Leisure Management 3,701 4,507 3,880 180 5% Raising Attainment - Secondary 0 0 0 0 0% Pupil Equity Fund (including LAC PEF) 0 0 0 0 0% 120,349 100,839 123,588 3,240 3% Variance Service Summary Service / Subjective Summary Total Net Expenditure Page 129
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 ROADS AND NEIGHBOURHOOD PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % Transport, Fleet & Maintenance Services (540) 437 (260) 280 -52% Roads Services 3,107 3,423 3,377 270 9% Grounds Maintenance & Street Cleaning Client 7,416 6,180 7,196 (220) -3% Outdoor Services 197 214 284 87 44% Burial Grounds (265) (481) (216) 49 -18% Crematorium (1,096) (677) (964) 132 -12% Waste Services 9,868 8,562 10,278 410 4% Depots (1) 0 0 1 -116% Capital Investment Programme (5) 300 2 7 -140% Consultancy Services 225 548 265 40 18% Ground Maintenance & Street Cleaning Trading A/c (2,250) 6,483 (2,233) 17 -1% 16,656 24,990 17,730 1,072 6% Service / Subjective Summary Service Summary Variance Total Net Expenditure Page 130
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND EMPLOYABILITY PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % Working 4 U 2,328 2,676 2,231 (97) -4% Homeless Persons 552 1,805 904 352 64% Private Sector housing 18 15 18 0 0% Private Sector Housing Grants 83 0 84 1 1% Housing Maintenance Trading A/c (550) (125) (567) (17) 3% Housing Asset and Investment 50 0 0 (50) -100% Anti Social Behaviour 392 185 294 (98) -25% 2,873 4,557 2,964 91 3% Variance Total Net Expenditure Service / Subjective Summary Service Summary Page 131
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 MISCELLANEOUS PERIOD END DATE 31 January 2024 Total Budget Spend to Date Projected Spend Annual RAG Status £000 £000 £000 £000 % 5,599 5,379 5,962 363 6% 701 565 673 (28) -4% 1,262 1,053 1,240 (22) -2% 7,562 6,997 7,875 313 4% Variance Total Net Expenditure Service / Subjective Summary Chief Executive and Chief Officers Service Summary Sundry Services Members Allowances, etc Page 132
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % Finance 1,329 1,404 75 6% . Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Rent Rebates & Allowances (341) (226) 115 -34% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Office Accommodation 1,231 1,293 62 5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (2,361) (2,092) 269 -11% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome None available. Officers will continue to monitor and review budgets This service provides asset and estate management 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. This service provides the office buildings for the Council. The overspend is mainly due to higher rates and energy costs than anticipated when the budget was set. Overspend anticipated Payment of Rent Rebates and other Allowances 31 January 2024 Budget Details Adverse variance is anticipated The service provided by this area deals with Accountancy, Capital, Treasury, Reconciliations, Cash Office and Municipal Bank Variance Analysis Variance Reduction in overpayment (OP) recoveries is due to DWP recovering some HB OP’s against Universal Credit, subject to the OP reason. Previously the Council would have received 40% subsidy in OP’s with the ability to recover 100% of the OP, therefore a potential to receive up to 140% of the OP value. This change means we receive 100% subsidy of the OP therefore a reduction from the potential 140% that could have been recovered. Main reason for adverse variance is full turnover savings are not being achieved. Resources None available at this time. Adverse variance is anticipated None available at this time. Page 133
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Licensing (143) (220) (77) 54% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Planning 715 231 (484) -68% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Information Services 4,682 4,452 (230) -5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome There are two main favourable varainces income is higher than budgeted. The additional income predicted is an in-year benefit only as a result of one-off additional fees. Staffing is favourable due to vacancies People & Technology This Service provides Building & Planning services None required This service area provides general ICT support to the Council and also supports transformational change and modernisation of working practices through technology Favourable variance overall is anticipated There are three main reasons for the favourable variance. Staffing is favourable due to vacancies. Additional telephone costs are being offset by recharge income to recover these from other services. In addition centralised printing and leasing costs for copiers are anticipated to overspend during the year. Regulatory and Regeneration This service provides all licensing on behalf of the Council None required A favourable variance is anticipated. No action is possible at this time. The main reason for the variance is an increase in expected income. Favourable variance is anticipated Page 134
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Primary Schools 33,553 33,235 (319) -1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome An underspend is anticipated. Expenditure (particularly utility prices) and income (particularly income from school meals in the new academic year) will be closely monitored. Education , Learning and Attainment This service area includes all Primary Schools. The principal adverse variances are an increase in the caseload for clothing grants (£66k) and an overspend against employee costs (£245k) , mainly APT&C following the increase in turnover targets . Other property costs are greater than expected (£36k) principally due to fencing requirements at Our Lady of Loretto. SPT bus contract costs are also anticipated to be higher (£36k) than when the budget was set. Offsetting this is a favourable variance against school meals income following an alteration in the timetable for the expansion of free school meals to primaries 6 and 7 (£220k) albeit income from lets is adverse (£19k). Utility prices have been particularly volatile over the past 18 months. Electricity and gas budgets were increased by about 11% for 2023/24 . However, actual prices for electricity have increased by up to 70% while gas prices have fallen by 22%. The overall impact has been favourable with an aggregate favourable variance of £497k. Page 135
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Specialist Educational Provision 17,600 20,982 3,383 19% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service area covers all ASN Services. Expenditure and income will be closely monitored. An overspend is anticipated. The principal adverse variances are an overspend on APT&C employee costs (£291k) following the increase in turnover targets and the knock-on effects of last year's higher pay increase . Transport costs will be significantly over-budget due to difficulties sourcing sufficient taxis with a subsequent need to replace them with buses (£299k). The number of pupils on day placements is now 2 per month greater than last year's and the average increase in daily rates from providers is 28% .Day placement costs are therefore significantly higher (£780k) while residential placements (£2.051m) are 33% greater at a time when residential placement costs have also increased considerably. There is an adverse variance against the budget for placements with other local authorities (£67k) and projected income from other local authority placements within West Dunbartonshire is also adverse (£96k). Property costs (£13k) are favourable because of backdated rates relief offsetting higher electricity costs. Income to assist with Ukrainian pupils (£176k) has been received and will offset additional employee costs. Page 136
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Leisure Management 3,701 3,880 180 5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Roads Services 3,107 3,377 271 9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (540) (260) 279 -52% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Overspend anticipated at present. An adverse variance is anticipated. Transport services across WDC Roads and Neighbourhood Management will continue to monitor all budget heads with a view to minimising the overspend. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Expenditure and income will continue to be monitored. The cost of specialist repairs and materials/parts has increased to levels not reflected in current budgets and overtime remains over budget. VTU income remains adverse (£55k) due to continuing restrictions on what MOTs are undertaken.There has been a reduction in Adverse variance is anticipated. The management fee to WDLT has been higher because of delays in the reduction in community facilities provision. In addition budgeted contribution from Education towards overall management fee overstated.The unachieved saving will be considered for funding from the smoothing fund for 2023/24 Payment to West Dunbartonshire Leisure Trust for leisure services None at the moment. There is a small overspend on employee costs (£21k) with increasing pressure on overtime budgets. Plant hire costs have increased during the year to a level not foreseen when the budget was set (£280k) . Similarly, street lighting costs have increased during the year to a level not anticipated when the budget was set due to unique inflationary pressures (£276k). Miscellaneous property costs are also (£15k) greater than anticipated (the largest being the depot cost allocation including a higher electricity element and non-domestic rates charges). Payments to contractors/materials (£310k) 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 (£632k) Page 137
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Outdoor Services 197 284 87 44% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,096) (964) 132 -12% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,868 10,278 410 4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Employee costs are higher due to higher turnover targets and higher overtime than reflected in the budget (£258k) . Transport costs, principally hires, are greater than anticipated when the budgets were set because of delays in acquiring new vehicles (£336k).Supplies and Services lowere due changes to collection methods. Income and expenditure will continue to be monitored throughout the year. This service provides crematorium services within the Council area The increased income target is unlikely to be met Income from fees and charges is unlikely to be as budgeted (£70k). Other costs - principally electricity - are higher than when the budget was set. Although there are savings on gas costs income from cremations is less than budgeted . Income will be monitored to establish whether there has been a downtown in demand. Income and expenditure will continue to be monitored throughout the year. Overspend anticipated. This service covers the outdoor sporting facilities provided by WDC and public conveniences Waste Collection and Refuse disposal services Overspend anticipated Page 138
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Grounds Maintenance & Street Cleaning Client 7,416 7,196 (220) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Working 4 U 2,328 2,231 (97) -4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Homeless Persons 552 904 352 64% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Anti Social Behaviour 392 294 (98) -25% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome A year end underspend is anticipated The adverse variance is due to the inflationary effect on costs of white goods and furniture together with requirement to retain bed and breakfast places due to demand / delay in having WDC properties available, None required A year end underspend in Anti-Social Behaviour Service Favourable variance due to vacant post plus reduced recharges from HRA. This service seeks to prevent homelessness occurring across the authority and improves access to support services A year end overspend is anticipated It is expected that the need for bed and breakfast contingency will cease later in year as more WDC properties become ready for occupancy None Required This service provides the delivery of grounds maintenance and street cleaning The main reason for this favourable variance relates to costs being funded by Developer Contributions. This is the provision of Working 4u service None Required A year end underspend is anticipated This is the provision of the anti social behaviour service within the Council area Housing and Employability The favourable variance reflects an in-year reduction in payments to other bodies. Page 139
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Housing Asset and Investment 50 0 (50) -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Employee costs are showing a favourable variance due to vacant posts within the service. Employee cost underspend is offset by a reduction in the level of income being recharged to the Housing Revenue Account. None Required A year end underspend is anticipated This service manages capital investment across council and private sector housing stock. Page 140
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Sundry Services 5,599 5,962 363 6% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Vacancy Freeze 990 0 (990) -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Income and expenditure will continue to be monitored throughout the year. An overall adverse variance is anticipated at this time Miscellaneous This service area budgets for non departmental specific costs such as pensions costs, external grants and elderly welfare payments, external audit fees and insurance costs. The service heading also holds a number of general savings options which have still to be fully allocated eg procurement targets. One of the main reasons for this variance relates to anticipated increased cost of insurance (£0.300m). The Council's insurance policies have recently been renewed and the revised policies have increased excesses with an increased requirement of "self-insurance". The remaining variance is the result of the procurement savings target not being fully achieved. Other This budget represents the removal of budgeted vacancies from service departments. A favourable variance is anticipated The favourable variance reflects the non filling of vacancies due to the implementation of recruitment restrictions. None required. Page 141
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Projected Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Requisition (CJP) 1,697 63 (1,634) -96% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Use of Reserves (6,474) (7,717) (1,243) 19% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This cost represents the payment made to HSCP in relation to the Criminal Justice Partnership Historically the budget has been set to include the Criminal Justice ringfenced expenditure (£1.634m) and the (CPP) Community Justice Transitional Funding (£0.063m). However, the ringfenced expenditure is directly incurred by HSCP; with the associated ringfenced Scottish Government funding being paid direct to the HSCP and as such has been removed from the projected council spend and the projected council income. Overall, this is a nil effect to the Council's budgetary control outturn. The forecast outturn remaining, represents the payment due to HSCP with regards the CPP element (£0.063m) which the council receives as part of the RSG and is due to be paid over to the HSCP. None Required Overall, nil impact on outturn position. This budget represents the use of General Fund Reserves. The budgeted amount of reserves reflects the amount that was required to balance the budget at the beginning of the financial year. Since then, additional amounts have been identified for use, from within the earmarked balances, including the use of the smoothing fund, to fund the cost of those savings options which will not be achieved fully in year as identified in Appendix 4. None Required A favourable variance is anticipated Requisition (Criminal Justice Partnership) Resources Page 142
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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 Reduce West Dunbartonshire Leisure Trust's management fee by 10% CCF03 A Graham 416,000 416,000 - 2 Clydebank Town Hall CCF04 A Graham 130,000 130,000 - 3 Review Events Programme CCF07 A Graham 32,000 32,000 - 4 Facilities Management Restructure CCF08 A Graham 64,000 64,000 - 5 Community Planning Provision CCF10 A Graham 22,000 22,000 - 6 Citizen, Culture and Facilities General Efficiencies CCF11 A Graham 40,000 40,000 - 7 Contribution from the Dumbarton Common Good Fund to support the purchase of library resources CCF14 A Graham 10,000 10,000 - 8 Remove two posts across the Communications, Culture and Performance areas CCF16 A Graham 80,000 80,000 - 9 Allocate cost of Repair Contact Centre to HRA CCF17 A Graham 120,000 120,000 - 10 Reduce opening hours and/or days across the library network CCF18 A Graham 95,000 95,000 - 11 Review provision of library services within the school estate to consider part time or term time only provision CCF19 A Graham 20,000 20,000 - 12 Reduce staff numbers in the Customer Contact Centre and promote a digital first approach encouraging more residents to self serve and submit enquiries via the Council website. CCF20 A Graham 90,000 90,000 - 13 Income from Animal Feed Inspections RR01 A Douglas 14,000 14,000 - 14 Remove additional EHO posts Budget RR02 A Douglas 105,000 105,000 - 15 Remove a vacant section head post within Regularity and Regeneration Services RR05 A Douglas 70,000 70,000 - 16 Removal Of Residual Budget for Trainee RR06 A Douglas 8,000 8,000 - 17 Revert Trading Standards Officer Post to Authorised Officer RR07 A Douglas 13,000 13,000 - 18 Charging for Pre application advice RR09 A Douglas 10,000 10,000 - 19 Value of Works for Building Warrants RR10 A Douglas 5,000 5,000 - 20 Remove One Enforcement Officer Post RR11 A Douglas 26,000 26,000 - 21 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 - 22 End affiliations to some external organisations RR14 A Douglas 3,000 3,000 - 23 Remove a vacant Trading Standards Authorised Officer post RR14 A Douglas 42,000 42,000 - 24 Non regulated procurement under £2m to be carried out by services and remove need for procurement monitoring activity for contracts awarded under that threshold SDP01 A Douglas 110,000 110,000 - STATUS: COMPLETE Page 143
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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 25 Non-Complex procurement to be carried out by services and remove need for procurement monitoring activity for those contracts SDP02 A Douglas 148,000 148,000 - 26 Review and improve purchase to pay administration procedures reducing the need for Corporate Procurement Unit support and allowing services to fully undertake purchase to pay activities SDP03 A Douglas 99,000 99,000 - 27 Historical Lease Review SDP06 L Slavin 55,000 55,000 - 28 Consultancy Services Reduction SDP08 G Macfarlane 82,000 82,000 - 29 Reduce Consultancy Services and Capital Investment Team SDP11 G Macfarlane 212,000 212,000 - 30 Structural Patching RN07 G Macfarlane 150,000 150,000 - 31 Environmental Trust Grant Reduction RN17 G Macfarlane 87,000 87,000 - 32 Fund the Outreach Support Service for children and families through the Family Wellbeing Fund. EDU04 L Mason 212,000 212,000 - 33 Education Performance Budget EDU10 L Mason 25,000 25,000 - 34 Instrumental Technician EDU14 L Mason 37,000 37,000 - 35 Labour increase in turnover target LAB ITEM L Slavin 250,000 250,000 - 36 Reduce the size of the Council's Audit & Fraud team by removing 1.8TE of vacancies rising to 2.8 in future years RES01 L Slavin 75,000 75,000 - 37 Clydebank Property Company RES02 L Slavin 30,000 30,000 - 38 Remove voluntary grant funding provided to West Dunbartonshire Community & Volunteering Services and reduce funding provided to the Clydebank Asbestos Group by 25% RES04 L Slavin 17,000 17,000 - 39 Reduce Reconciliation Team RES07 L Slavin 75,000 75,000 - 40 Close Municipal Bank RES08 L Slavin 40,000 21,764 18,236 Additional one off costs incurred in the closure of the bank. The unachieved amount of saving will be funded from the Smoothing Fund for 2023/24. However, it is anticipated that the full saving will be achieved in future years. 41 Increase the Council’s annual turnover savings target from £2.698m to £3.410m RES09 L Slavin 712,000 712,000 - 42 Reduce the size of the Council's Insurance Management team from four officers to three. RES10 L Slavin 50,000 50,000 - 43 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 L Slavin 25,000 25,000 - 44 Central Admin Support Printing RES12 L Slavin 12,500 12,500 - 45 Education Lets RES13 L Slavin 12,500 12,500 - 46 100% Electronic Payments RES14 L Slavin 2,000 2,000 - 47 Remove TeamMate RES15 L Slavin 8,000 8,000 - 48 Remove discretionary element of long term empty properties RES17 L Slavin 52,000 52,000 - 49 Sales, Fees and Charges 10% Increase RES19 L Slavin 394,000 394,000 - Page 144
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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 50 Reduce the size of the Council's Automation team from three to two in 2023/24 and by a further one in 2024/25 RES21 L Slavin 37,500 37,500 - 51 Right size the Building Insurance Income budget RES23 L Slavin 80,000 80,000 - 52 Right size the Strathclyde Passenger Transport and Valuation Joint Board Budgets RES24 L Slavin 77,000 77,000 - 53 Remove the Provost Hospitality Fund which is used for hospitality for provost hosted events and for commemorating special events within the community RES05 L Slavin 9,000 9,000 - 54 Review of Capital Programme RES06 L Slavin 295,000 295,000 - 55 Reduce anti-social behaviour service by removing backshift/weekend provision and limiting to phone provision within normal office hours. HE01 P Barry 127,000 127,000 - 56 Remove or reduce the Modern Apprenticeship Pathway Scheme HE02 P Barry 50,000 50,000 - 57 Ashton View Rent HE03 P Barry 10,000 10,000 - 58 Community Budgeting HE05 P Barry 6,000 6,000 - 59 Driving Lessons HE06 P Barry 48,000 48,000 - 60 Reduce the Working 4U Service by up to 25% HE07 P Barry 1,145,000 1,145,000 - 61 Reduce funding provided to West Dunbartonshire Citizen Advice Bureau by up to 90% HE08 P Barry 87,000 87,000 - 62 WFU - Withdraw Flexible Options HE09 P Barry 39,000 39,000 - 63 Reduce funding provided to Y-Sort-it by up to 90% HE10 P Barry 39,000 39,000 - 64 Reduce the number of Tenant Liaison Officers from four to two HE11 P Barry 99,000 99,000 - 65 Mitchell Way Office Accommodation Rent HE12 P Barry 42,000 42,000 - 66 Reduce the level of funding available to Community Councils HE13 P Barry 11,000 11,000 - 67 Reduction in Colour Printing PT03 V Rogers 12,000 12,000 - 68 Remove surplus budget in People & Change team PT04 V Rogers 29,000 29,000 - 69 Reduction in ICT Management PT06 V Rogers 50,000 50,000 - 70 Reduction in ICT Support PT07 V Rogers 82,000 82,000 - 70 6,930,500 6,912,264 18,236 TOTAL COMPLETE Page 145
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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 Co-locate Dalmuir Library and Dalmuir Community Centre within the existing Community Centre building CCF01 A Graham 14,000 14,000 - 2 Consider further options for co-location and closure - in particular potential options for Balloch, Parkhall, Duntocher, Faifley and Dalmuir CCF02 A Graham 50,000 50,000 - 3 Income Generation through Commercialisation CCF05 A Graham 44,000 44,000 - 4 Generate additional income through commercialisation opportunities at Church Street, Bruce Street Baths and Aurora House including letting available space to third parties. CCF06 A Graham 77,000 77,000 - 5 Reduce community facility provision across West Dunbartonshire to a level more consistent with neighbouring local authorities through a combination of closure and community asset transfers. Reduction of 7.8 FTE in WDLT staff CCF13 A Graham 257,000 257,000 - 6 Office/ Depot Rationalisation SDP05 L Slavin 380,000 98,344 281,656 New tenants for 3 properties not achieved. Minimum running costs currently being charged. Balance not achieved relates to forgone rental income. 23/24 shortfall to be funded from the smoothing fund and asset management continue to market sites with a view to achieving the full saving in 24/25. 7 Commercialisation of Assets (Pavilions/Cafés) SDP07 L Slavin 41,000 41,000 - 8 External Consultancy Income SDP09 G Macfarlane 50,000 50,000 - 9 Review the use of Municipal Buildings to identify alternative uses or commercial opportunities SDP14 L Slavin 37,000 - 37,000 Discussions have been ongoing with prospective tenants but not yet realised. 10 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 Minimum running costs currently being charged. Balance not achieved relates to forgone rental income. 23/24 shortfall to be funded from the smoothing fund and asset management continue to market site with a view to achieving the full saving in 24/25. 11 Civic Waste Amenity Sites RN02 G Macfarlane 63,000 63,000 - 12 Residual Waste Optimisation RN03 G Macfarlane 138,000 138,000 - 13 Review the charging policy for the Care of Gardens scheme or remove provision entirely RN04 G Macfarlane 211,000 211,000 - 14 Parking Enforcement RN05 G Macfarlane 100,000 100,000 - 15 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 - 16 Reduce provision of grass cutting, bin clearing, litter collection and street sweeping RN09 G Macfarlane 460,000 460,000 - 17 Improve recycling rates through a review of the programme of residual waste collection RN10 G Macfarlane 50,000 50,000 - STATUS: IN PROGRESS Page 146
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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 18 Electric Vehicle Charging RN13 G Macfarlane 91,000 91,000 - 19 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 - 20 Remove Additional Deprivation Allowance EDU02 L Mason 654,000 654,000 - 21 Reduce the number of learning assistants in schools by 2.34 FTE from the current establishment of 28 FTE. EDU03 L Mason 32,000 32,000 - 22 Reduce General School Budgets EDU05 L Mason 200,000 200,000 - 23 Curriculum Development EDU06 L Mason 100,000 100,000 - 24 Reduce the school clothing grant to the statutory level of £120 for primary school children and £150 for secondary school children EDU07 L Mason 774,000 774,000 - 25 Reduce the provision of School Travel to the national statutory limits EDU08 L Mason 200,000 185,000 15,000 Per Education Committee July 2023 26 Reduce the budget for grounds maintenance and either reduce frequency of grass cuts in educational premises or create areas of biodiversity which would not require grass cutting EDU15 L Mason 100,000 100,000 - 27 Review the role of Senior Early Learning and Childcare Officers enabling the removal of six Early Learning and Childcare Officers posts EDU17 L Mason 119,000 119,000 - 28 Reduce accountancy provision by removing one vacant post and transferring 70% of a post to work charged to the HRA RES22 L Slavin 73,000 73,000 - 29 Reduce the Communities Team by 50% or Restructure Communities Team by bringing W4U Youth Learning Team and wider Community Planning support into the Communities Team HE04 P Barry 383,000 191,500 191,500 The unachieved amount of saving will be funded from the Smoothing Fund for 2023/24. However, it is anticipated that the full saving will be achieved in future years. 29 TOTAL IN PROGRESS 4,878,000 4,244,844 633,156 99 11,808,500 11,157,108 651,392 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 147
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 MONITORING OF EARMARKED BALANCES 2023/24 BY DEPARTMENT DEPARTMENT Revised 2023/24 Budget Actual Spend as at Period 10 2023/24 Projected Spend 2023/24 Expected released in 2023/24 Expected to be carried forward into 2024/25 £ £ £ £ £ RESOURCES 1 Barclay Review Implementation: SG Funding for standardised NDR billing & publication relief recipients 12,637 - 1,450 11,187 2 DHP income 49,687 49,687 49,687 - 3 Social Welfare Fund carry forward from 22/23 94,608 94,608 - REGULATORY & REGENERATION 4 W4B Business Awards 13,090 13,090 13,090 - 5 Zero carbon (carried forward from 20/21) 38,000 38,000 6 Regulatory - Econ Development- Business Awards 1,950 1,950 1,950 - 7 Previous provision for equal pay/holiday pay 209,859 209,859 8 Regulatory - Econ Development- Business Awards 6,000 3,580 3,580 - 2,420 9 Regulatory - Underspend in 'design panel' budget for IDOX upgrade 12,000 9,575 12,000 - - PEOPLE & TECHNOLOGY 10 OD & Change Training Budget 64,935 63,893 64,935 - 11 Automation Team (VKY) 30,284 4,000 4,000 26,284 CITIZENS, CULTURE & FACILITIES 12 Library Improvement Fund 12,500 12,500 - 13 Community focused activity programme in Alexandria Library 6,000 6,000 - 14 Events Income & spend-Comms & Marketing 1,000 1,000 - 15 Arts & Heritage - re-installation of artworks in Clydebank Town Hall 6,305 6,305 6,305 - EDUCATION 16 Education recovery (ELT) 210,325 210,325 210,325 - 17 Holiday Hunger 100,000 100,000 100,000 - 18 Probationers 474,000 94,800 474,000 - 19 Whole Family Wellbeing Funding 328,697 214,422 328,697 - 20 Ending Core curriculum charges 129,000 25,800 129,000 - 21 Removal of music instruction fees 47,000 9,400 47,000 - HOUSING & EMPLOYABILITY 22 Parental Employee Support Fund Boost 114,000 - 114,000 - - 23 Modern Apprentice 22/23 underspend 250,000 160,508 250,000 - 24 Communities - comm empowerment budget 15,000 - - 15,000 - 25 Housing green growth retermination 26,000 - - 26,000 Page 148
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 MONITORING OF EARMARKED BALANCES 2023/24 BY DEPARTMENT DEPARTMENT Revised 2023/24 Budget Actual Spend as at Period 10 2023/24 Projected Spend 2023/24 Expected released in 2023/24 Expected to be carried forward into 2024/25 £ £ £ £ £ MISCELLANEOUS SERVICES 26 Be the best unspent monies (Good Idea Fund) 4,743 4,743 - 27 ERO Expenditure - required to be c/f within WDC balance sheet, re VJB 26,145 26,145 - CHANGE FUND 28 Direct debit functionality 2,000 - - 2,000 - 29 SIP Telephony project 118,000 118,000 - - 30 50% Grade 5 Post recharge from People & Technology (Final Year) 18,769 - 18,769 - - COST OF LIVING 31 22/23 Cost of Living b/fwd -Committed 1,664,121 217,974 380,221 - 1,283,900 32 22/23 Cost of Living b/fwd - UnCommitted 174,599 - - - 174,599 OTHER 33 Voluntary Redundancy & Early Retirement Reserve (fund from one off service concessionary benefit) 8,962,000 - 2,000,000 - 6,962,000 34 Smoothing Fund for 2 year Service Transformation Programme (fund from one off service concessionary benefit) 3,000,000 702,931 702,931 - 2,297,069 35 Budget funding reserve (funded from smoothing Fund) 4,598,000 - 4,598,000 - - 36 Scottish Government Pay Award Funding Provided as Capital funds in 22/23 & 23/24 (fund from one off service concessionary benefit) 2,195,000 - 2,195,000 - - 37 Prudential Target (Future Years) 1,798,595 - 1,798,595 - TOTAL 24,814,849 1,888,240 11,963,193 1,820,338 11,031,318 Page 149
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY PERIOD END DATE PERIOD 10 Spend to Date Spend to Date £000 £000 Red 61 67.0% 76,769 90.0% 61 67.0% 11,833 74.1% Amber 0 0.0% 0 0.0% 0 0.0% 0 0.0% Green 30 33.0% 8,544 10.0% 30 33.0% 4,131 25.9% 91 100% 85,313 100% 91 100% 15,964 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Actual Variance Re-profiling Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 219,918 76,769 221,407 1,489 83,311 11,833 23,915 (59,397) (59,786) 388 0 0 0 0 0 0 0 0 0 0 13,445 8,544 13,187 (258) 8,887 4,131 8,888 0 0 0 233,363 85,313 234,594 1,231 92,199 15,964 32,803 (59,397) (59,786) 388 (233,363) (85,313) (234,594) (1,231) (92,199) (15,964) (32,803) 59,397 0 (0) 0 (0) (0) 0 0 (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 31 January 2024 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green TOTAL EXPENDITURE Project Status Analysis Project Life Financials Current Year Financials Red Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE TOTAL RESOURCES NET EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber Page 150
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 50 43 86% 50 0 0% Current Year Financials 7 0 0% 0 (7) -100% Project Description Project Manager Karen Shannon Chief Officer Laurence Slavin Project Lifecycle 31-Mar-23 31-Mar-24 2 Project Life Financials 30 5 16% 30 0 0% Current Year Financials 25 0 0% 0 (25) -100% Project Description Project Manager Karen Shannon Chief Officer Laurence Slavin Project Lifecycle 30-Sep-23 30-Nov-23 3 Project Life Financials 30 65 218% 65 35 117% Current Year Financials 23 21 92% 58 35 157% Project Description Project Manager Adrian Gray Chief Officer Laurence Slavin Project Lifecycle 30-Apr-24 30-Apr-24 4 IFRS 16 Database Project Life Financials 5 0 0% 5 0 0% Current Year Financials 5 0 0% 0 (5) -100% Project Description Project Manager Jackie Nicol Thomson Chief Officer Laurence Slavin Project Lifecycle 31-Mar-23 31-Mar-24 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Mitigating Action None required at this time. Anticipated Outcome Upgraded Electronic Insurance System. Enhancements to Cash Receipting System To enhance the cash receipting system in the way payments are made and allocated to back office by increasing the level of security that is required for online payments made by customers Electronic Insurance System Acquisition of a claims/incident management system supported by an electronic document management system. Planned End Date Forecast End Date Main Issues / Reason for Variance Budget has been reprofiled to Financial Year 2024-2025. Anticipated Outcome Enhancements to the cash receipting system including PCI compliant telephone payment system. Agresso development The purpose of this project is to carry out an upgrade of the Agresso Finance System which was last upgraded in 2015. The requirement to upgrade is to maintain a level of support available from Unit 4 who have advised that support for older versions of the system is being reduced. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Budget has been reprofiled to Financial Year 2024-2025. Version 2 of the upgrade was completed Jan 2023. Call Secure Module went Live in October 2023. Mitigating Action None required at this time. This is a system which will ensure that WDC has the correct level of information and adheres to correct reporting of IFRS16 - Leasing. Planned End Date Forecast End Date Main Issues / Reason for Variance IFRS16 has been postponed and is due for implementation this financial year. It is anticipated that full spend will be incurred by 31 March 2024. Main Issues / Reason for Variance Work to significantly reduce the database size to facilitate a system upgrade has now been completed. Upgrade work can now commence, ICT currently building required servers in preparation for new version to be installed, configured and tested. Mitigating Action None required Anticipated Outcome Anticipate completion of upgrade during 23-24 financial year. Mitigating Action None available at this time. Anticipated Outcome Completion of project by 31 March 2024 Page 151
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System5 Project Life Financials 1,590 50 3% 1,590 0 0% Current Year Financials 1,590 0 0% 50 (1,540) -97% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-25 6 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 7 Project Life Financials 2,980 2,949 99% 2,980 0 0% Current Year Financials 2,980 1,260 42% 2,970 (9) 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-24 8 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 Main Issues / Reason for Variance 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. Mitigating Action None available at this time Project delivered on budget with required specifications Strathleven Place Re-development of Strathleven. Planned End Date Forecast End Date Mitigating Action None required. Anticipated Outcome To create new community facilities with additional space for early years provisions. Building Upgrades and H&S - lifecycle & reactive building upgrades Lifecycle and reactive building upgrades. Dalmonach CE Centre To create new community facilities with additional space for early years provisions. Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete and final account to be agreed. Anticipated Outcome Projects delivered to required specifications New Sports Changing Facility Dumbarton West (Old OLSP site) New Sports Changing Facility Dumbarton West (Old OLSP site) Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing Mitigating Action None required at this time Main Issues / Reason for Variance No confirmation of start date can be confirmed until works commence on the wider housing site. Mitigating Action None available at this time Anticipated Outcome To deliver new sports changing facility. Page 152
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System9 Project Life Financials 150 296 197% 296 146 97% Current Year Financials 134 227 170% 280 146 109% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-21 31-Mar-24 10 Project Life Financials 2,375 122 5% 2,375 0 0% Current Year Financials 1,085 18 2% 31 (1,053) -97% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-22 31-Mar-25 11 Project Life Financials 33 33 100% 33 0 0% Current Year Financials 33 0 0% 33 0 0% Project Description Project Manager Alan Douglas Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 12 Project Life Financials 155 145 93% 155 0 0% Current Year Financials 10 0 0% 0 (10) -100% Project Description Project Manager Pamela Clifford Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 New Sports Changing Facility at Lusset Glen in Old Kilpatrick New Sports Changing Facility at Lusset Glen in Old Kilpatrick Planned End Date Forecast End Date Main Issues / Reason for Variance Project had been delayed due to a number of COVID-19 related issues and utilities issues. Unit is now in production but delay to site due to the utility disconnection and demolition works. Demolition works complete and waiting for a date for installation due to be complete by 31st March 2024. Planned End Date Forecast End Date 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. Anticipate going to tender at end February with a site start in spring 2024. Also awaiting confirmation of RCGF funding. Mitigating Action None available at this time Mitigating Action None available at this time Anticipated Outcome To deliver new sports changing facility. New Westbridgend Community Centre New Westbridgend Community Centre Main Issues / Reason for Variance Budget has been rephased from 2022/23. Project was originally delayed due to COVID19 restrictions and a decision was made to resume project once Microsoft 365 was implemented. It is anticipated that the project will complete by 31 March 2024. Mitigating Action None available at this time. Anticipated Outcome Project will be delivered on budget Anticipated Outcome To deliver new community centre. Legal Case Management System Legal Case Management System Planned End Date Forecast End Date Demolition 215 Main Street Alexandria Demolition of 215 Main Street Alexandria. Planned End Date Forecast End Date Main Issues / Reason for Variance This outstanding money is being sought through the recharging order and through debtors. Mitigating Action No action required at this time in the hands of Legal Anticipated Outcome Continue to pursue repayment Page 153
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System13 Project Life Financials 61 61 100% 61 (0) 0% Current Year Financials 58 1 1% 58 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-25 14 Project Life Financials 87 85 97% 87 0 0% Current Year Financials 79 85 107% 85 5 7% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 15 Project Life Financials 20 20 100% 20 0 0% Current Year Financials 7 1 19% 7 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 16 Project Life Financials 290 64 22% 290 0 0% Current Year Financials 227 1 0% 1 (226) -100% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 17 Project Life Financials 16,154 1,105 7% 16,154 0 0% Current Year Financials 2,933 224 8% 511 (2,422) -83% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-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 off sick. Work underway and will be undertaken in 24/25. 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. Mitigating Action None required Anticipated Outcome Works to be undertaken in 24/25 Replace existing main hall Air Handling unit at Clydebank Town Hall Replace existing main hall Air Handling unit at Clydebank Town Hall. Main Issues / Reason for Variance Expected completion in 24/25 Mitigating Action None required. Anticipated Outcome Delivery of project with full budget spend. Anticipated Outcome Replace existing main hall Air Handling unit at Clydebank Town Hall. Replace failed heating controls/valves & recommission Replace failed heating controls/valves & recommission. Planned End Date Forecast End Date Mitigating Action Energy team to remain involved for update and communicate any potential additional costs. Anticipated Outcome Delivery of project with full budget spend. Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Measures to be installed at both Meadow Centre & Vale of Leven Swimming Pool; new pool hall Air Handling Units, upgrade lighting, circulating pumps Vale of Leven Swimming Pool, internal and external lighting and draught proofing. Planned End Date Forecast End Date Main Issues / Reason for Variance Works have been delayed due to flooding issues. Tender process due to be undertaken shortly; however, due to additional issues identified, the current budget may require review. Regeneration/Local Economic Development Budget to facilitate the delivery of Regeneration throughout West Dunbartonshire, aligned to the Economic Strategy. External funding will be sought to maximise opportunities for redevelopment of these sites. Planned End Date Forecast End Date Main Issues / Reason for Variance LED budget is invested across our town centres and strategic sites and is used to develop and implement projects as well as providing match funding to lever in external funding. During 2023/2024 the key projects to be developed and delivered include a Alexandria Town Centre Masterplan projects (Smollet Fountain, Green heritage Corridors), and in Clydebank implementation of the Development Framework. Many regeneration projects are subject to factors outwith Council control and close monitoring of the programming is required. Enabling works at Mitchell Way have been delayed as they are subject to the timescale of the developer. Activity Centre in Clydebank is delayed and now planned to be delivered in 2024/2025. A contingency is included for increasing costs and new funding opportunities. Mitigating Action none required Anticipated Outcome projects delivered on time and on budget Page 154
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System18 Project Life Financials 5,064 4,898 97% 5,064 0 0% Current Year Financials 4,098 0 0% 274 (3,824) -93% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-25 19 Project Life Financials 2,869 1,617 56% 2,869 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 20 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 21 Project Life Financials 320 159 50% 320 0 0% Current Year Financials 221 60 27% 60 (161) -73% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 30-Jun-24 22 Project Life Financials 22,100 7,229 33% 22,100 0 0% Current Year Financials 19,984 3,257 16% 5,113 (14,871) -74% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-25 31-Mar-25 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. Regeneration Fund 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 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. 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 later in 2024. Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget Anticipated Outcome Projects delivered on budget Clydebank Can On The Canal New activities centre in Clydebank Town Centre. Planned End Date Forecast End Date Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget LUF Year one LUF spend includes acquisition cost of Artizan Centre, and design development for Glencairn House and Connecting Dumbarton 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 is used to fund consultancy work associated with current and future LUF projects development. 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 but some delay to early enabling works (demolition) and commencement of the delivery phase (Glencairn House). Mitigating Action None available at this time Page 155
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System23 Project Life Financials 11,064 100 1% 11,064 0 0% Current Year Financials 7,209 3 0% 100 (7,109) -99% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 24 Project Life Financials 2,749 2,373 86% 2,749 0 0% Current Year Financials 814 420 52% 425 (389) -48% Project Description Project Manager Michelle Lynn Chief Officer Amanda Graham Project Lifecycle 31-Mar-23 30-Sep-24 25 Project Life Financials 449 319 71% 449 0 0% Current Year Financials 446 13 3% 260 (186) -42% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 30-Sep-24 26 Project Life Financials 58 45 77% 58 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 27 Project Life Financials 250 14 6% 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 District Heating Network Expansion District Heating Network Expansion. Planned End Date Forecast End Date Main Issues / Reason for Variance Network expansion to GJNH (Golden Jubilee National Hospital) will commence pending approval to proceed by the GJNH Board 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. Planned End Date Forecast End Date Main Issues / Reason for Variance Administration budget commitment. All projects progressing. Mitigating Action Unallocated budget to be taken per Council savings option Heritage Capital Fund Heritage Capital Fund. Anticipated Outcome Budget to be taken per Council savings option Allotment Development To develop an allotment site. Anticipated Outcome Additional allotments delivered within budget Kilmaronock Cemetery Expansion Expansion of existing cemetery at Kilmaronock. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works Progressing Mitigating Action None required at this time. 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 Main Issues / Reason for Variance Project Underway Mitigating Action None available at this time Anticipated Outcome Sustainable burial environment for local residents. Mitigating Action None required at this time. Anticipated Outcome Sustainable burial environment for local residents. Page 156
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System28 Project Life Financials 3,576 5,305 148% 5,305 1,729 48% Current Year Financials 864 1,223 142% 1,260 396 46% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 29 Project Life Financials 817 817 100% 817 (0) 0% Current Year Financials 529 401 76% 529 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 30 Project Life Financials 395 0 0% 395 0 0% Current Year Financials 385 0 0% 0 (385) -100% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 31 Project Life Financials 739 90 12% 739 0 0% Current Year Financials 380 32 8% 32 (349) -92% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-28 31-Mar-28 32 Project Life Financials 600 10 2% 600 0 0% 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 Planned End Date Forecast End Date Main Issues / Reason for Variance Scottish Water connection now complete. Programme to completion being finalised by Contractor, anticipated completion date is now 15 March 24. Mitigating Action None available at this time 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. Anticipated Outcome New sports Hub delivered 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. 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 Resurfacing of 3G pitch at East End Park. Play Parks Grant Funding Renew and replace play park equipment Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance External funding confirmed and design commencing. Mitigating Action None required. 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. 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 Mitigating Action None required at this time. Anticipated Outcome Develop a mountain bike skills trail at Balloch Castle Country Park. Page 157
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System33 Project Life Financials 217 3 1% 3 (214) -99% 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 34 Project Life Financials 561 0 0% 561 0 0% Current Year Financials 561 204 36% 361 (200) -36% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 35 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 36 Project Life Financials 315 315 100% 315 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 37 Project Life Financials 500 32 6% 500 0 0% Current Year Financials 500 32 6% 350 (150) -30% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Mitigating Action None available at this time. Anticipated Outcome To improve journey times and reliability of bus services. Cycling, Walking and Safer Streets Introduction of enhanced walking routes and traffic calming schemes to introduce safer streets within West Dunbartonshire. 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 Funding no longer available Anticipated Outcome To improve connectivity and enhanced Cycling routes within West Dunbartonshire. Auld Street Clydebank - Bond Footpath still to be done after xmas spend. Part funded by Golden jubie £20k. Planned End Date Forecast End Date 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. Main Issues / Reason for Variance Works instructed for link path to be combined with Golden Jubilee Active travel contributions Mitigating Action None available at this time. Anticipated Outcome To complete remaining civil works required. Planned End Date Forecast End Date Main Issues / Reason for Variance Balloch Park 50kw EVC to be upgraded. 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 Anticipated Outcome To provide Electric Vehicle Charging points within West Dunbartonshire. Mitigating Action None required at this time. Anticipated Outcome Projects should be complete within budget. Flood Prevention Various flood prevention projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Limited uptake om property level protection Page 158
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System38 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 39 Project Life Financials 2,277 1,247 55% 2,277 0 0% Current Year Financials 650 80 12% 450 (200) -31% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 40 Project Life Financials 97 97 100% 97 (0) 0% Current Year Financials 29 29 99% 29 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 41 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 42 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 River Leven Flood Prevention Scheme River Leven Flood Prevention Scheme. Anticipated Outcome Project should be completed within budget. Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Awaiting outcome of Scottish Government & SEPA consideration of submitted study . Mitigating Action None required at this time. 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. 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 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. 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 To provide an improved A813. Planned End Date Forecast End Date Main Issues / Reason for Variance Initial works commencing March 23 with majority of works to be delivered 24/25 Mitigating Action None required at this time. Page 159
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System43 Project Life Financials 134 65 49% 134 0 0% Current Year Financials 134 0 0% 65 (69) -51% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 44 Project Life Financials 4,300 4,211 98% 4,300 0 0% Current Year Financials 138 5 4% 50 (88) -64% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 45 Project Life Financials 1,400 500 36% 1,400 0 0% Current Year Financials 1,400 0 0% 500 (900) -64% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 46 Project Life Financials 3,314 455 14% 3,314 0 0% Current Year Financials 3,314 455 14% 455 (2,859) -86% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 30-May-24 47 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 Roads Safety Roads Safety Planned End Date Forecast End Date 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. Main Issues / Reason for Variance New funding which will be allocated to appropriate projects. Mitigating Action None required at this time. Anticipated Outcome Projects will be delivered on time. Mitigating Action None available at this time. Anticipated Outcome Project will enhance the A814 through Clydebank. Vehicle Replacement Strategy Replacement of refuse collection vehicles. Anticipated Outcome Replacement of refuse collection vehicles. Vehicle Replacement Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles, 10 year light vehicles). Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Bin lorries ordered and build slot allocated this financial year. Mitigating Action None available. Waste Transfer Station The design, development and construction of a recycling and bulk waste transfer facility that will ensure all recycling material can be sorted and disposed off appropriately to ensure compliance with landfill ban in 2025. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design ongoing Main Issues / Reason for Variance Vehicles have been ordered including bin lorries, sweepers and tractors. Expected delivery of bin lorries between April and July 2024. Mitigating Action None Required. Anticipated Outcome Replacement of fleet within budget. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Page 160
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System48 Project Life Financials 33,491 7,946 24% 33,491 0 0% Current Year Financials 11,845 1,917 16% 4,000 (7,845) -66% Project Description Project Manager Patricia Rowley Chief Officer Gail McFarlane Project Lifecycle 31-Mar-27 31-Mar-27 49 Project Life Financials 8,535 445 5% 8,535 0 0% Current Year Financials 2,238 94 4% 100 (2,138) -96% Project Description Project Manager Craig Jardine Chief Officer Gail McFarlane Project Lifecycle 31-Mar-25 31-Mar-25 50 Project Life Financials 250 20 8% 250 0 0% Current Year Financials 250 0 0% 20 (230) -92% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 51 Project Life Financials 868 301 35% 868 0 0% Current Year Financials 397 18 5% 40 (357) -90% Project Description Project Manager David Jones/ Julie McGrogan Chief Officer Laura Mason Project Lifecycle 31-Mar-29 31-Mar-29 52 Project Life Financials 376 355 94% 376 0 0% Current Year Financials 41 0 0% 20 (21) -51% Project Description Project Manager David Jones/ Julie McGrogan Chief Officer Laura Mason Project Lifecycle 31-Mar-23 31-Mar-24 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 Forecast End Date Main Issues / Reason for Variance Regular updates are provided at every Council meeting and monthly Project Board meetings and to City Deal. The main issues contained within the new Council's approved Outline Business Case are still valid, which include Exxon's remediation strategy, land transfer arrangements and issues relating to adjoining owners. WDC Consultants are monitoring the remediation process to ensure compliance with specification, also Esso are independently monitoring the remediation works. Final Business Case submission was June 2023. Through the Scape framework we are working closely with Balfour Beatty to achieve a formal pre construction agreement to allow the detailed design works to commence and the full construction programme to be developed. Agreements in principle are progressing with third party land owners. 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. Garage facilities will be treated as a priority Mitigating Action None available at this time Mitigating Action None Required Anticipated Outcome Delivery of the project on time and within the increased budget Depot Rationalisation Depot Rationalisation. Anticipated Outcome Deliver project outcomes within agreed budget Mitigating Action None Required. Anticipated Outcome Resurfacing of blaze pitch to 3G all weather surface AV Equipment - Education Purchase of AV Equipment for Education. Pappert 2G pitch Resurfacing of blaze pitch to 3G all weather surface Planned End Date Forecast End Date Main Issues / Reason for Variance Expecting work to commence in financial year 2024/25. Anticipated Outcome Purchase of AV Equipment for Education. Digital Inclusion Increase the ratio of chrome book devices for most disadvantaged children and families and support for families with remote access. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Progressing as expected. Spend is not linear AV boards replaced as a when they fail. Mitigating Action None required at this time. Main Issues / Reason for Variance Delay in identifying appropriate cohort for project delivery. Current challenge is finding a suitable and available location. Mitigating Action None required at this time. Anticipated Outcome Increase the Chromebook ratio for most disadvantaged children. Page 161
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System53 Project Life Financials 20,621 16,090 78% 20,621 0 0% Current Year Financials 4,222 489 12% 522 (3,700) -88% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Laura Mason Project Lifecycle 31-Mar-24 31-Mar-24 54 Project Life Financials 34,204 2,384 7% 34,204 0 0% Current Year Financials 3,495 891 26% 1,579 (1,916) -55% Project Description Project Manager Craig Jardine Chief Officer Laura Mason Project Lifecycle 31-Mar-26 31-Jul-27 55 Project Life Financials 694 762 110% 694 0 0% Current Year Financials 122 190 156% 190 68 56% Project Description Project Manager Michelle Lynn Chief Officer Laura Mason Project Lifecycle 31-Mar-24 31-Mar-24 56 Project Life Financials 8,628 8,723 101% 8,628 0 0% Current Year Financials 287 110 38% 214 (72) -25% Project Description Project Manager Michelle Lynn Chief Officer Laura Mason Project Lifecycle 31-Mar-24 31-Mar-24 57 Project Life Financials 845 10 1% 845 0 0% Current Year Financials 845 10 1% 766 (79) -9% Project Description Project Manager Julie Slavin Chief Officer Beth Culshaw Project Lifecycle 31-Mar-24 31-Mar-24 Schools Estate Improvement Plan Improvement of Schools Estate. Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing in line with programme. Planned End Date Forecast End Date Main Issues / Reason for Variance The next phase of the Schools Estate Improvement Plan involves the development of a new Campus provision in the Faifley area. WDC has been successful in securing funding from the Scottish Government Learning Estate Improvement Programme. SFT confirmed the indicative funding allocation for this project at £18.416m on the 4 May 2021, this will be received as a revenue stream over the 25 years of the Scottish Government financial support (subject to the Council adhering to the funding criteria). Site Options Appraisal has taken place and Members approved the recommendation to proceed with the new Faifley Campus on the St Joseph's site at Education Committee on 9th June 2021. Work is progressing well to reach Financial Close by 19 February. Planning permission has been agreed and Stage 1 Building Warrant approved. Mitigating Action None required at this time Mitigating Action None at this time Anticipated Outcome Project delivered within budget and to required specification Schools Estate Improvement Plan - next Phase - Faifley Campus Improvement of Schools Estate. Main Issues / Reason for Variance Provision of Capital Funding from Scottish Government to implement free school meal initiative. Mitigating Action None available at this time. Anticipated Outcome Project delivered within amended timescales. Anticipated Outcome Delivery of the project within budget and on time. Free School Meals Provision of Capital Funding from Scottish Government to implement free school meal initiative. Planned End Date Forecast End Date Mitigating Action None at this time Anticipated Outcome The project will be completed to deliver the requirements of the Early Years expansion plans. Aids & Adaptations - Special Needs Adaptations & Equipment Reactive budget to provide adaptations and equipment for HSCP clients. Early Years Early Learning and Childcare Funding Early learning and childcare funding awarded to West Dunbartonshire Council to facilitate the expansion in entitlement to funded ELCC to 1140 hours from August 2020. Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing in 2023/24. Anticipated Outcome Provision of adaptations and equipment to HSCP clients as anticipated. Planned End Date Forecast End Date Main Issues / Reason for Variance There is likely to be a small underspend in the current year due to the implementation of the new system, however this will require to be carried forward to 2024/25 in light of anticipated equip cost increases and as activity levels increase back to normal levels. Mitigating Action None available at this time Page 162
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Electronic Insurance System58 Project Life Financials 584 50 9% 584 0 0% Current Year Financials 584 47 8% 50 (534) -91% Project Description Project Manager Alastair Handley Chief Officer Beth Culshaw Project Lifecycle 31-Mar-24 31-Mar-24 59 Project Life Financials 388 50 13% 388 0 0% Current Year Financials 308 12 4% 50 (258) -84% Project Description Project Manager Julie Slavin Chief Officer Beth Culshaw Project Lifecycle 31-Mar-24 31-Mar-24 60 Project Life Financials 19 3 14% 3 (16) -84% Current Year Financials 19 3 14% 3 (17) -86% Project Description Project Manager Julie Slavin Chief Officer Beth Culshaw Project Lifecycle 31-Mar-24 31-Mar-24 61 Project Life Financials 60 50 83% 50 (10) -17% Current Year Financials 10 0 0% 0 (10) -100% Project Description Project Manager James Gallacher Chief Officer Victoria Rogers Project Lifecycle 31-Oct-22 31-Mar-24 HSCP ICT Upgrade of systems Review/replace the current case management systems. Planned End Date Forecast End Date Community Alarm upgrade To upgrade Community Alarm Planned End Date Forecast End Date Main Issues / Reason for Variance While there has been some movement on the project to date, progress is slow. Procuring equipment that is fully compatible with the platform is the priority to enable WDHSCP to best support the digital rollout, however delays from Scotland Excel has required an alternative procurement solution to be identified for a smaller scale initial purchase. The contract for the Digital ARC has been awarded and a test unit and access to the demo platform has been received with a plan to on-board partnerships to the live platform in Spring 2024, while the process to formalise arrangements with East Dunbartonshire Council for the ARC cover for the calls is ongoing with the cost for the call handling service still to be confirmed. Main Issues / Reason for Variance A HSCP Digital Strategy 2024-2027 is in development. The strategy will have an internal focus, identifying areas where the HSCP would need to progress to support digital transformation and improve the digital maturity of the partnership. The strategy will focus on areas where structures are in place to support change, where focus will be required and setting the stage for opportunities to move forward. As well as digital technologies, the strategy will focus on staff skills and digital inclusion within our communities, and support digital change projects over the duration of the strategy. A draft version of the strategy is out for comment, and has been submitted to the Senior Management Team, with a view to a final version being submitted to HSCP Board for approval on 25th June. It is unlikely that the budget will be fully spent by March 2024, however the budget will be required to be carried forward to next financial year to progress planned works Mitigating Action None available at this time as project spend will be dependent upon the digital strategy being approved by the HSCP Board Anticipated Outcome Upgrade and enhance digital systems within HSCP Planned End Date Forecast End Date Main Issues / Reason for Variance Works Complete Mitigating Action None available at this time Mitigating Action Officers will continue to progress the project as quickly as possible but is complex and dependent on 3rd parties and equipment being compliant with the platform Anticipated Outcome Community Alarm Upgrade Criminal Justice Adaptations Renovation of Unit 11 Levenside Business Court. Anticipated Outcome Renovation of Unit 11 Levenside Business Court Mitigating Action None available at this time. Anticipated Outcome projects delivered on time. Internet of Things Asset Tracking Asset Tracking. Planned End Date Forecast End Date Main Issues / Reason for Variance Project Complete Page 163
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 24 6 23% 24 0 0% Current Year Financials 2 2 119% 2 0 19% Project Description Project Manager Russell Hewton Chief Officer Russell Hewton Project Lifecycle 31-Mar-23 31-Mar-24 2 Project Life Financials 20 10 50% 20 0 0% Current Year Financials 10 0 0% 10 (0) -1% Project Description Project Manager Karen Shannon Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-24 3 Project Life Financials 1,000 500 50% 1,000 0 0% Current Year Financials 250 180 72% 250 0 0% Project Description Project Manager Adrian Gray Chief Officer Laurence Slavin Project Lifecycle 31-Mar-26 31-Mar-26 4 Project Life Financials 53 48 90% 53 0 0% Current Year Financials 7 0 0% 7 0 0% Project Description Project Manager Alan Douglas Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 5 Project Life Financials 30 20 67% 30 0 0% Current Year Financials 10 1 10% 10 0 0% Project Description Project Manager Pamela Clifford Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 Anticipated Outcome Anticipate full budget spend. Planned End Date Forecast End Date Main Issues / Reason for Variance This goes into the overall Antonine Project budget - 5 Councils and Historic Environment Scotland - Expected spent by March 2024 Mitigating Action No action required Mitigating Action None required at this time. Anticipated Outcome Solicitor support for Capital Projects, with full budget spend anticipated. Re -imagine Antonine Wall Council's capital contribution towards the multi-partner (five local authorities and Historic Environment Scotland) Rediscovering the Antonine Wall project which is also funded by the Heritage Lottery Fund. Solicitor Project Support for Capital Projects Solicitor costs to directly support capital projects Planned End Date Forecast End Date Main Issues / Reason for Variance Trainee solicitor in place. Budget will be fully spent. Anticipated Outcome Project will be delivered on time and on budget Planned End Date Forecast End Date Main Issues / Reason for Variance No variances currently anticipated. Mitigating Action None required at this time. Cost of Living To support Council and community organisations with capital costs for cost of living initiatives. Main Issues / Reason for Variance The module is live Mitigating Action None required at this time. Anticipated Outcome Upgraded version with PCI compliant telephone payment system. Payment Card Industry Data Security Standard (PCIDSS) Module would ensure that WDC were compliant with the current requirements of PCIDSS for card payments without the need for numerous costly workarounds Planned End Date Forecast End Date Requisition ICT Equipment. Planned End Date Forecast End Date Main Issues / Reason for Variance Replacement of laptops, monitors and other ICT equipment. No further spend anticipated. Mitigating Action 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment None available at this time. Anticipated Outcome Requisition of ICT Equipment. Page 164
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment6 Project Life Financials 450 193 43% 193 (258) -57% Current Year Financials 0 0 0% 0 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 7 Project Life Financials 421 421 100% 421 (0) 0% Current Year Financials 116 0 0% 116 0 0% Project Description Project Manager David Main Chief Officer Amanda Graham Project Lifecycle 31-Mar-24 31-Mar-25 8 Project Life Financials 912 912 100% 912 0 0% Current Year Financials 6 0 0% 6 0 0% Project Description Project Manager Elaine Troup Chief Officer Amanda Graham Project Lifecycle 31-Mar-24 31-Mar-24 9 Project Life Financials 478 21 4% 478 0 0% Current Year Financials 478 21 4% 478 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 10 Project Life Financials 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 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 Main Issues / Reason for Variance The budget will continue to support and contribute to building capacity in communities. Mitigating Action Project complete Anticipated Outcome Project complete Invest in "Your Community Initiative" Capital budget to support the roll out of Your Community, an initiative designed to achieve coordinated service delivery in response to community need. This is complimented by community capacity building, empowering WD citizens to do more for their own communities (leading to less reliance on council). Also included is the implementation of participatory budgeting to support and build capacity in communities. Planned End Date Forecast End Date Mitigating Action None required. Anticipated Outcome Projects delivered on budget Transformation of Infrastructure Libraries and Museums To improve performance and efficiency of Council's Libraries and Cultural Services. Planned End Date Forecast End Date Main Issues / Reason for Variance Library colocations of Dalmuir and Balloch being fitted out by Asset Management. Awaiting outcome for Duntocher and Parkhall libraries. Remaining Libraries capital to be spent in 24/25 once colocation plans completed. 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 Page 165
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment11 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 12 Project Life Financials 485 485 100% 485 0 0% Current Year Financials 430 430 100% 430 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 13 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 14 Project Life Financials 237 201 84% 237 0 0% Current Year Financials 237 201 84% 237 0 0% Project Description Project Manager Raymond Walsh/ Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 15 Project Life Financials 2,195 2,195 100% 2,195 (0) 0% Current Year Financials 2,195 1,416 64% 2,195 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Mitigating Action None required at this time. Anticipated Outcome Intention is to complete various surfacing works by the end of March 2024. Infrastructure - Roads Infrastructure - Roads. Planned End Date Forecast End Date Main Issues / Reason for Variance Roads Operations have completed an extensive surfacing program additional locations to be addressed in March measurement claims received have been processed. A programme of structural patching is ongoing. 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. Flood Risk Management Enhancement of drainage infrastructure to ensure compliance with Flood Risk Management Act 2009. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome 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 installed March 2024 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. Page 166
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment16 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 17 Project Life Financials 80 80 100% 80 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 18 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 19 Project Life Financials 1,000 1,000 100% 1,000 0 0% Current Year Financials 878 616 70% 878 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 20 Project Life Financials 179 80 45% 179 0 0% Current Year Financials 9 0 0% 9 (0) -4% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 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 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 completed final invoices to be received & processed by 31/3/24 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. 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. 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. Page 167
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment21 Project Life Financials 89 44 49% 89 0 0% Current Year Financials 44 33 76% 44 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 22 Project Life Financials 20 0 0% 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 23 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 24 Project Life Financials 59 59 100% 59 0 0% Current Year Financials 59 43 74% 50 (9) -15% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 25 Project Life Financials 200 200 100% 200 0 0% Current Year Financials 200 150 75% 200 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 30-Nov-23 Mitigating Action None at this time Anticipated Outcome Steps at Dalmonach are more accessible. Dalmonach Steps upgrade Upgrading steps at Dalmonach to make them more accesible Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Whitecrook Tennis Court Up-grade Whitecrook Tennis Court Up-grade Planned End Date Forecast End Date Main Issues / Reason for Variance Project Complete Main Issues / Reason for Variance MUGA due for commencement in February and environmental improvements complete Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Anticipated Outcome Project delivered within budget. Park Improvements and Multi Games Area - Goldenhill Park Park Improvements and Multi Games Area - Goldenhill Park Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works complete awaiting final invoice Mitigating Action None Required. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. River bank erosion repair - Levenhowe River bank erosion repair in the Levenhowe area ELECTRIC VEHICLE INFRASTRUCTURE Electric Vehicle Infrastructure Planned End Date Forecast End Date Main Issues / Reason for Variance Project in progress. Page 168
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 8 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Valuation Joint Board - Requisition of ICT Equipment26 Project Life Financials 892 290 32% 892 0 0% Current Year Financials 892 290 32% 892 0 0% Project Description Project Manager James Gallacher Chief Officer Victoria Rogers Project Lifecycle 31-Mar-24 31-Mar-24 27 Project Life Financials 873 296 34% 873 0 0% Current Year Financials 873 296 34% 873 0 0% Project Description Project Manager James Gallacher Chief Officer Victoria Rogers Project Lifecycle 31-Mar-24 31-Mar-24 28 Project Life Financials 983 503 51% 983 0 0% Current Year Financials 185 53 29% 185 0 0% Project Description Project Manager James Gallacher Chief Officer Victoria Rogers Project Lifecycle 30-Sep-23 30-Sep-23 29 Project Life Financials 337 88 26% 337 0 0% Current Year Financials 46 0 0% 46 0 0% Project Description Project Manager Arun Menon Chief Officer Victoria Rogers Project Lifecycle 31-Mar-30 31-Mar-30 30 Project Life Financials 1,586 130 8% 1,586 0 0% Current Year Financials 1,586 130 8% 1,586 0 0% Project Description Project Manager N/A Chief Officer N/A Project Lifecycle 31-Mar-24 31-Mar-24 Anticipated Outcome Direct project support costs allocated as appropriate. Planned End Date Forecast End Date Main Issues / Reason for Variance Salary Capitalisation in 2023/2024. Mitigating Action None required. Mitigating Action none required Anticipated Outcome Work continues on developments resulting in some spend in the current year. Direct Project Support Business support cost such as reallocation of architects and project support at year end. Development of Workforce Management System Project to develop the Workforce Management System. Planned End Date Forecast End Date Main Issues / Reason for Variance Work continues on developments resulting in some spend in the current year. Main Issues / Reason for Variance Delay to Sharepoint implementation project. External resourcing requirements less than expected and small underspend being carried to next year. Mitigating Action none required Anticipated Outcome projects delivered on time and on budget Anticipated Outcome projects delivered on time and on budget 365 Implementation Project services to delivery Microsoft 365 Implementation including 3rd party supplier, training, technical consultancy etc. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Various projects in progress and orders raised for Cyber Security technology, Citrix replacement devices, SAN storage, server hardware, system security remediation and upgrades, Anticipate full budget spend subject to delivery timescales. Mitigating Action none required ICT Security & DR The project is for the enhancement of security systems, server replacement and the update of corporate applications to ensure compliance with 15/16 PSN requirements, to enhance the disaster recovery capabilities of WDC. Main Issues / Reason for Variance Device replacement project in progress and orders raised totally £480k awaiting delivery. Mitigating Action none required Anticipated Outcome projects delivered on time and on budget ICT Modernisation This budget is to facilitate ICT infrastructure and modernise working practices. Planned End Date Forecast End Date Page 169
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 9 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RESOURCES PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials (2,907) (257) 9% (2,907) (0) 0% Current Year Financials (2,070) 0 0% (257) 1,813 -88% Project Description Project Lifecycle 31-Mar-24 31-Mar-24 2 Project Life Financials (92,560) (41,875) 45% (93,795) (1,236) 1% Current Year Financials (7,453) (12,495) 168% (7,453) 0 0% Project Description Project Lifecycle 31-Mar-30 31-Mar-30 3 Project Life Financials (38,805) (4,179) 11% (41,085) (2,280) 6% Current Year Financials (16,027) (6,349) 40% 326 16,353 -102% Project Description Project Lifecycle 31-Mar-26 31-Mar-26 4 Project Life Financials (7,793) (5,179) 66% (7,793) 0 0% Current Year Financials (3,517) (239) 7% (2,409) 1,108 -31% Project Description Project Lifecycle 31-Mar-24 31-Mar-24 31 January 2024 Budget Details Project Life Financials Application of resources is dependent on capital project progressing in year as planned. Spend to Date Forecast Variance Resources Carried Forward These are resources that have been received in previous years relating to Turnberry Homes, Town Centre Fund Grant, Digital Inclusion, Clydebank Can on the Canal, Internet of Things Asset Tracking, Renew Playparks, Knowes Nature Reserve, Flood Prevention, District Heating Electric Vehicle Infrastructure and Auld Street Bond. Planned End Date Forecast End Date Main Issues / Reason for Variance Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome Application of resources held on balance sheet as at 31 March 2023 as appropriate. General Services Capital Grant This is a general grant received from the Scottish Government in relation to General Services capital spend Application of resources is dependent on capital project progressing in year as planned. Main Issues / Reason for Variance General services capital grant is anticipated to be received as forecast. Mitigating Action None required at this time Anticipated Outcome General services capital grant is anticipated to be received as forecast. Ring Fenced Government Grant Funding This is ring fenced grant funding which is primarily anticipated to be received from the Scottish Government and relates to Cycling, Walking, Safer Streets, Regeneration Placed Based Investment Programme, Early Years, Gruggies Burn Flood works, Early Years funding, City Deal and Town Centre Fund. Planned End Date Forecast End Date Main Issues / Reason for Variance None required. Mitigating Action Mitigating actions are detailed within the appropriate status updates. Anticipated Outcome Application of resources as appropriate. Match Funding / Other Grants and Contributions Match Funding / Other Grants and Contributions Planned End Date Forecast End Date Main Issues / Reason for Variance Application of resources is dependent on capital project progressing in year as planned. Mitigating Action Anticipated Outcome Match funding received. Page 170
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 9 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RESOURCES PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Forecast Variance Resources Carried Forward 5 Project Life Financials (91,299) (38,764) 42% (94,398) (3,099) 3% Current Year Financials (63,135) 3,119 -5% (23,010) 40,124 -64% Project Description Project Lifecycle 31-Mar-26 31-Mar-26 Prudential Borrowing Prudential borrowing is long term borrowing from financial institutions that has been approved for the purposes of funding capital expenditure Planned End Date Forecast End Date Main Issues / Reason for Variance Prudential borrowing is impacted by programme delivery therefore mitigating action is detailed in the red and amber analysis. Mitigating Action None available at this time. Anticipated Outcome While prudential borrowing requirement is likely to be less than budgeted in the current financial year this is anticipated to catch up over the programme life. Page 171
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Council - 27 March 2024 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Budgetary Control Report to 31 January 2024 (Period 10) 1. Purpose 1.1 The purpose of the report is to provide members with an update on the financial performance to 31 January 2024 (Period 10) for the HRA revenue budget and the HRA capital budget. 2. Recommendations 2.1 Members are asked to: i) note the HRA revenue account is forecasting an adverse variance of £3.863m. The adverse variance will be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £2.134m of the HRA reserves. ii) note that the use of HRA reserves to address the projected adverse variance will lead to a closing HRA reserves balance of £0.500m which is below the prudential target. iii) note that work will continue to identify efficiencies across all areas of the housing budget to allow HRA reserves to replenished and maintained in line with the prudential target, while ensuring that services are still delivered and that there is not a corresponding reduction in service provision. iv) note the HRA capital budget is forecasting an in-year underspend of £69.166m which comprises £4.912m for projects that will be re-profiled into 2024/25 and projects with a net underspend of £64.253m this year, as detailed in Appendix 4. 3. Background Revenue 3.1 The council approved a £49.643m HRA revenue budget for 2023.24 on the 1st of March 2023 ITEM 12 Page 173
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Capital 3.2 The council approved the updated HRA capital plan for 2023/24 on the 1st of March 2023. The capital plan has been augmented by the re-profiling of underspends and budget with a revised HRA capital monitoring budget for 2023/24 of £124.846m. 4. Main Issues Revenue 4.1 The budgetary position for HRA revenue account is provided in Appendix 1 with information on projected variances valued at more than £0.050m being provided as Appendix 2. 4.2 Previous reports to Council have highlighted the significant HRA cost pressures in 2023/24. The HRA has seen a significant impact on its finances because of range of external factors beyond its control, including the rising cost of local authority borrowing, demand led pressures across the repairs and void service, high inflation, and uncertainty and volatility surrounding energy costs, particularly the spiralling cost of electricity. 4.3 Previous Budgetary Control Reports have highlighted to members the severe pressure across HRA loan charge and HRA repair and void budgets. Members will be aware that local authority borrowing costs have increased considerably over the past 12-18 months leading to much higher interest payments on new borrowing and debt refinancing. The forecast is for higher interest rates to lead to HRA debt interest payments being £2.912m more than budget this year. HRA repair and void expenditure has been adversely impacted by a combination of an increased volume of jobs raised as the service has addressed COVID backlogs across the repair and void service and by current economic conditions, where labour, materials and sub- contractor costs have all increased significantly. The revenue impact on HRA repair and void budgets this year is forecast at £2.675m. Furthermore, the backlog of voids and repairs has led to a sharp increase in rent abatement payments to tenants to compensate for disruption and inconvenience, the forecast is for abatement payments to be £0.316m more than budget this year. These acute cost pressures should ease as interest rates and inflation falls and the repairs service catches up with backlogs. 4.4 The current economic operating environment is also placing financial stress on the HRA in terms of increasing utility and insurance costs. Electricity costs for landlord supplies have increased by more than 60% in 2023/24 leading to an in-year cost pressure of £0.248m. Insurance premiums are also affected by inflation as well as risk and it is forecast that higher insurance premiums will lead to an in-year cost pressure of £0.130m. Page 174
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4.5 Whist officers have taken steps in year to mitigate cost pressures through the active management of repair and CFCR budgets, based on the information available at this time, it is projected that the HRA will have a deficit of £3.863m this financial year. The deficit will be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £2.134m of HRA reserves. 4.6 The current forecast is for a closing HRA reserves balance of circa £0.500m on 31 March 2024. In terms of adequacy of reserves, the forecast closing HRA reserves balance is insufficient to deal with future financial shocks to the HRA budget. As a result of these externally driven financial challenges, officers will continue to focus on reducing service delivery cost across the housing budget to replenish and maintain reserves in line with the prudential target, while ensuring that services are still delivered and that there is not a corresponding reduction in service provision. Capital 4.7 The HRA capital summary position is shown in Appendix 3. Information on projects that are highlighted as being within the red category is provided in Appendix 4 and Appendix 5 provides information on the projects at Green. A summary of anticipated resources is shown in Appendix 6. The analysis shows that there is currently a projected in-year underspend of £69.166m (55.4%) as detailed below. 2023/24 Forecast £m 2023/24 Budget (£m Variance £m Other Capital Expenditure 4.528 4.240 0.288 Major Component Replacement 17.902 21.813 (-3.911) Void Capital 6.735 3.000 3.735 Contingencies 0.000 0.100 (-0.100) Structural & Environmental 2.162 3.420 (-1.258) Support Costs 2.629 2.629 - Buy Back Programme 4.500 4.435 0.065 Affordable Supply Programme 17.224 85.209 (-67.985) Total 55.680 124.846 (-69.166) 4.8 The main cost pressures / overspends are across the budgets to deal with large and complex repair and void works and environmental works. The demand for and cost of these works has been incredibly high this year, mirroring the pressure being experienced in the corresponding revenue budgets. The capital budget has had to fund many high-cost complex works this year as the service addressed void and repair backlogs. Void numbers and repair backlogs have reduced significantly and going forward the capital spend is expected to reduce considerably. Page 175
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4.9 From the analysis within the appendices the main projects that are expected to require re- profiling into 2024/25 are: Project Name Re-profiling £m EESH compliance work 1.746 Environmental Sensors 1.500 Multi-Storey Flat Strategy 1.200 Better Homes Priority Budget 0.375 Housing CCTV Installation Programme 0.250 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to the identification of unforeseen cost between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore there is no Equalities Impact Assessment for this report. 9. Consultation 9.1 Housing management and Legal services have advised there are neither any issues nor concern with the report. 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: 22 February 2024 ___________________________________________________________________ Page 176
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Person to Contact: Jim McCarron - Business Unit Finance Partner 16 Church Street, Dumbarton, G82 1QL, e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Appendix 3 - Budgetary Position (Capital) Appendix 4 - Variance analysis Red (Capital) Appendix 5 - Variance analysis Green Projects (Capital) Appendix 6 - Resources (Capital) Appendix 7 - Analysis of Affordable Housing Supply Programme (Capital) Background Papers: None Wards Affected: All Page 177
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2023/24 PERIOD END DATE Subjective Summary Total Budget 2023/24 £000 Spend to Date 2023/24 £000 Forecast 2023/24 £000 Annual RAG Status Employee Costs 7,669 5,479 7,986 317 4% Property Costs 2,377 1,721 2,608 231 10% Transport Costs 142 95 142 0 0% Supplies, Services And Admin 389 262 398 9 2% Support Services 2,720 2,234 2,681 (39) -1% Other Expenditure 534 676 806 272 51% Repairs & Maintenance 16,257 11,662 16,068 (189) -1% Bad Debt Provision 1,089 87 959 (130) -12% Void Loss (Council Tax/Lost Rents) 1,261 1,284 1,500 239 19% Loan Charges 15,476 15,691 18,829 3,353 22% CFCR 1,729 0 0 (1,729) -100% Total Expenditure 49,643 39,191 51,977 2,334 5% House Rents (47,728) (39,276) (47,750) (22) 0% Lockup Rents (217) (168) (202) 15 -7% Factoring/Insurance Charges (1,434) (1,498) (1,494) (60) 4% Other rents (117) (87) (120) (3) 3% Interest on Revenue Balance (30) (122) (146) (116) 387% Miscellaneous income (117) (42) (131) (14) 12% Transfer from / to Reserves 0 0 (2,134) (2,134) 0% Total Income (49,643) (41,194) (51,977) (2,334) 5% Net Expenditure 0 (2,002) 0 0 31 January 2024 Forecast Variance 2023/24 £000 % Page 178
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Employee Costs 7,669 7,986 317 4% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Property Costs 2,377 2,608 231 10% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Other Expenditure 534 676 272 51% Main Issues Mitigating Action Anticipated Outcome This budget covers rent abatements, payments to the Womens Aid service, legal expenses and other sundry costs. Variance Narrative The overspend is due to higher rent abatement payments this year due to challenges in Building Services addressing the backlog of voids and repairs alongside complex meter related issues preventing tenants being able to return to their homes. The abatement overspend is partly offset by underspends in legal and banking costs. Work is underway with Housing Operations and Building Service to review existing processes and enhance staff guidance, alongside improved monitoring reports to reduce the abatement spend going forward. Help to move and support workers continuing to support work to resolve meter related issues. A year end overspend. Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description Subjective Analysis forecast Variance Subjective Description This budget covers electricity, gas, rates, rents, cleaning and insurance costs. Variance Narrative This budget covers all employees charged directly to the HRA including caretakers. Variance Narrative The employee cost overspend reflects the impact of the 2023/24 local government pay award that was greater than the budgeted pay increase. Managers continue to consider ways to keep staffing costs down including considering each vacancy as it arises and the need / urgency to fill. A year end overspend. Budget Details Variance Analysis Property costs overspend mainly due to increased electricity costs advised through the electricity national framework agreement after the budget was set. In addition, insurance costs are forecast to be exceed budget reflecting the high rate of inflation and cost pressures across the insurance market. A year end overspend. Managers are reviewing electricity usage to identify action that can be taken to reduce energy consumption and cost. Page 179
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Repairs & Maintenance 16,257 16,068 (189) -1% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Bad Debt Provision 1,089 959 (130) -12% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Variance Narrative A higher volume of repair orders, partly due to the clearance of a COVID related backlog, and inflationary pressures with pay and construction materials has driven up both in-house repairs team ( Building Services) and external contractor costs. These costs pressures have led to overspends on responsive repair and void repair budgets. These overspends have been offset by an underspend against the electrical installation inspection reports ( EICR) budget where some of the planned programme has slipped into the next financial year, an underspend against the WDTRO budget and by additional rechargeable repair income. Tight controls are in place to minimise external contractor spend across repair and void work categories. Building Services continues to implement its improvement programme with its focus on the smart use of technology to improve logistics and support productivity improvement and a continued focus on improved attendance and improved productivity to reduce cost. A year end underspend. Budget Details Variance Analysis The bad debt provision is forecast to less than estimate. This is based on the current year provision being at a similar level to 2022/23. A year end underspend. Subjective Analysis forecast Variance Service Description This budget allows for the provision for bad and doubtful debts to be maintained at an appropriate level Variance Narrative Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description This budget covers all repair and maintenance expenditure to houses and lockups Page 180
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Void Loss (Council Tax/Lost Rents) 1,261 1,500 239 19% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Loan Charges 15,476 18,829 3,353 22% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % CFCR 1,729 0 (1,729) -100% Main Issues Mitigating Action Anticipated Outcome Budget Details Variance Analysis Subjective Analysis forecast Variance A year end overspend. Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description This budget covers the rents lost on void houses and lockups and the cost of council tax on void properties. Variance Narrative The adverse variance relates to void numbers being higher than expected at time of budget setting. The increased void numbers have an adverse impact on void rent loss and void house council tax payments. Void turnaround times were longer than anticipated as result of the high number of voids at the start of the financial year. We also continue to experience challenges with utility companies resolving debt on meters and meter reconnections which adversely impacts on the length of time properties are void. There is an improving trend with voids, with void numbers reducing considerably during the year. A void working group continues to meet to identify and address issues and senior Housing Operations and Building services staff continue to work well in partnership to improve the speed and throughput of void house repairs. Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description Service Description Loan Charges is made up of the repayments of principal sums and the payment of interest and expenses Variance Narrative The adverse variance is the due to loan interest payments being higher than anticipated at time of budget setting. Local authority borrowing costs have increased considerably over the last 12 - 18 months and this has driven up our debt financing costs. The Council continues to actively manage its external / internal borrowing to ensure that borrowing costs are minimised. A year end overspend. This budget covers the contribution from revenue to capital Variance Narrative The cost pressures across the HRA revenue budget means that there is no scope to make a revenue contribution to capital spend in 2023/24. None available A year end underspend. Page 181
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Factoring/Insurance Charges (1,434) (1,494) (60) 4% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Interest on Revenue Balance (30) (146) (116) 387% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Transfer from / to Reserves 0 (2,134) (2,134) 0% Main Issues Mitigating Action Anticipated Outcome Service Description Interest receivable on HRA balances Variance Narrative The favourable variance issue to the recent increase in interest rates. This will result in higher interest earned on cash balances. A year end income over-recovery. Service Description Income received from insurance and factoring Variance Narrative The increased income reflects a 10% increase in fees in 2023/24 in line with the council's sales fees charges increase approved in March 2023. The budget only assumed a 4% increase None required Budget Details Variance Analysis Subjective Analysis forecast Variance A year end income over-recovery. Budget Details Variance Analysis Subjective Analysis forecast Variance Transfer of year end under/overspend to HRA reserves. Variance Narrative The recent sharp increase in local government borrowing costs and the inflationary pressures across budgets mean that it is now necessary to drawdown £2.134m from HRA reserves to deliver a break even position. The current reserve balance is £2.634M. The drawdown will reduce HRA reserves to circa £0.500M at March 24 which is below the 2023/24 prudential target of £0.984M. Management will look to identify and deliver general efficiencies across all areas of the housing budget in the remainder of financial year 23/24 and in financial year 24/25 to allow reserves to be replenished in line with the prudential target. Reduction in HRA reserves at 31 March 2024 Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description Page 182
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APPENDIX 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD 10 Spend to Date Spend to Date £000 £000 Red 22 71.0% 29,153 66.9% 22 71.0% 29,153 66.9% Green 9 29.0% 14,420 33.1% 9 29.0% 14,420 33.1% 31 100% 43,573 100% 31 100% 43,573 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Reprofiled Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 262,722 29,153 201,020 (61,702) 102,743 29,153 36,404 (66,339) (5,185) (61,154) 104,007 14,420 100,583 (3,423) 22,103 14,420 19,276 (2,827) 272 (3,099) 366,729 43,573 301,603 (65,125) 124,846 43,573 55,680 (69,166) (4,912) (64,253) 366,729 43,573 301,603 65,125 124,846 43,573 55,680 69,166 0 0 0 0 0 0 0 0 TOTAL RESOURCES NET EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion 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 Status Analysis Project Life Financials Current Year Financials Red Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time 31 January 2024 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Green Page 183
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 2,814 2,509 89% 5,489 2,675 95% Current Year Financials 525 2,509 478% 3,200 2,675 510% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 1,493 56 4% 1,493 0 0% Current Year Financials 529 56 11% 154 (375) -71% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials 10,000 0 0% 10,000 0 0% Current Year Financials 2,000 0 0% 500 (1,500) -75% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 750 0 0% 750 0 0% Current Year Financials 250 0 0% 0 (250) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-25 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Capitalised minor works This is a budget to undertake specific minor ad hoc capital projects that arise on demand throughout the financial year. Planned End Date Forecast End Date Better Homes Priority Budget Priority projects as prioritised by the Better Homes Group Planned End Date Forecast End Date Main Issues / Reason for Variance A number of priority initiatives, supported by the Better Homes Project Board, are being investigated and are envisaged to have a positive impact on the current council housing stock and budget. Due to time taken to progress projects, it is likely there will be some reprofiling to 24/25. Main Issues / Reason for Variance Budget is expected to overspend due to costs and demand for budget being higher than anticipated at time of budget setting. Mitigating Action Officers in discussion to identify possible mitigation Anticipated Outcome Project to complete over budget Mitigating Action None required Anticipated Outcome Full budget spend Environmental Sensors Programme Environmental sensors programme, funded by enhanced housing investment programme. Planned End Date Forecast End Date Main Issues / Reason for Variance Project introduced as part of the enhanced capital programme, with aim to install an environmental sensor in every Council owned property. Installation of sensors has commenced, albeit later than originally anticipated. Remaining current year budget to be rephased to 24/25 for continuation of project. Mitigating Action None required Anticipated Outcome Full budget spend Housing CCTV Installation Programme CCTV Installation Programme, funded by enhanced housing investment programme Planned End Date Forecast End Date Main Issues / Reason for Variance Works to progress as part of enhanced capital programme for 23/24 and to be led by Council CCTV team. Due to survey and planning time, works are commencing later than anticipated, with unspent budget required to be rephased to 24/25 for project progression. Mitigating Action None required Anticipated Outcome Full budget spend Page 184
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 203 0 0% 103 (100) -49% Current Year Financials 116 0 0% 16 (100) -86% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 209 0 0% 174 (34) -16% Current Year Financials 71 0 1% 37 (34) -48% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 17 0 0% 17 0 0% Current Year Financials 17 0 0% 0 (17) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 8 Project Life Financials 36 36 99% 36 (0) -1% Current Year Financials 36 36 99% 36 (0) -1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Planned End Date Forecast End Date Main Issues / Reason for Variance Development of QL system to carry on through 24/25. Salaries of staff directly involved with development of system to be coded to direct project support. Mitigating Action None required QL Development This budget relates to the costs associated with the development of the Integrated Housing Management System Main Issues / Reason for Variance Programme being progressed with work budget required to be rephased to 24/25. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Full budget spend Gypsy Travellers Site Gypsy/ Traveller Site improvements Planned End Date Forecast End Date Mitigating Action None required Anticipated Outcome Full budget spend Redployable CCTV Cameras Purchase of 5 redeployable CCTV cameras for Housing use Community Safety Projects Community Safety Projects Planned End Date Forecast End Date Main Issues / Reason for Variance Budget required to be rephased to 24/25 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Works for this project complete in April 23/24. Mitigating Action None required Page 185
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 9 Project Life Financials 96 0 0% 96 0 0% Current Year Financials 96 0 0% 0 (96) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 10 Project Life Financials 32,986 3,748 11% 32,986 0 0% Current Year Financials 6,146 3,748 61% 4,400 (1,746) -28% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 11 Project Life Financials 242 77 32% 277 35 14% Current Year Financials 45 77 170% 80 35 77% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Airport Noise Noise Insulation Project Planned End Date Forecast End Date Targeted SHQS /EESSH compliance works This budget is to focus on work required to maintain the SHQS compliance and energy efficiency with WDC housing stock. Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing well, however some rephasing may be required to 24/25. Main Issues / Reason for Variance West Dunbartonshire Council are no longer eligible for match funding from Glasgow Airport Association, following assessment of properties within West Dunbartonshire. West Dunbartonshire is not deemed to have any commercial or residential properties that fall within the scope of the scheme to be eligible for match funding, and budget therefore has been reduced from £0.192m to £0.096m. The remaining budget will be used to develop a programme of works following engagement with an aircraft noise consultant, who will work with Officers to make adaptations to previously identified properties. The budget will be reprofiled as required. Mitigating Action None required Anticipated Outcome Full budget spend in future year Mitigating Action None available at this time Anticipated Outcome Full budget spend over project life External stores/garages/bin stores/drainage component renewals This budget is to focus on external stores/garages/bin stores etc. component renewals as identified and recommended from the housing stock condition survey. Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Demand for budget higher than anticipated at time of budget setting, with overspend expected to occur in 23/24. Mitigating Action None required Page 186
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 12 Project Life Financials 242 12 5% 219 (23) -10% Current Year Financials 45 12 28% 22 (23) -51% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 13 Project Life Financials 606 39 6% 543 (63) -10% Current Year Financials 113 39 35% 50 (63) -56% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 14 Project Life Financials 9,872 1,701 17% 10,232 360 4% Current Year Financials 1,840 1,701 92% 2,200 360 20% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 15 Project Life Financials 303 3 1% 257 (47) -15% Current Year Financials 57 3 6% 10 (47) -82% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Secure entry component renewals This budget is to focus on secure door entry component renewals as identified and recommended from the housing stock condition survey and appropriate council officer referrals. Planned End Date Forecast End Date Statutory/regulatory compliance works (lifts/electrical/legionnella/fire etc) This budget will be used to upgrade / replace components / installations in order to comply with the relevant standards / legislation / health and safety in relation to housing stock. Planned End Date Forecast End Date Main Issues / Reason for Variance 23/24 demand for budget less than anticipated at time of budget setting. Current year underspend to be carried forward to future years. Main Issues / Reason for Variance This programme always presents challenges with owner liaison and reaching agreements to install door entry where none exists, this contributes directly to achieving SHQS compliance for this element. Any underspend in current year will be carried forward to future years. Mitigating Action Officers continue to liaise with owners to encourage agreement for install. Anticipated Outcome It is likely that this will not to meet full spend in the current year despite best efforts but officers will endeavour to gain owners agreement. Planned End Date Forecast End Date Main Issues / Reason for Variance Demand has exceeded expectations. Due to the nature of this project (ensuring heating and hot water availbility) there is no option for a conscious reduction of installs. Mitigating Action Whilst demand is leading spend, officers will work to minimise any budget overspend. Mitigating Action None required Anticipated Outcome Works complete as required Heating improvement works Carry out works to renew inefficient boilers/full systems as identified from the stock condition survey and renewal of obsolete/damaged boilers. Main Issues / Reason for Variance 23/24 demand for budget less than anticipated at time of budget setting. Current year underspend to be carried forward to future years. Mitigating Action None required Anticipated Outcome Works complete as required Anticipated Outcome Full budget spend, likely overspend. Energy improvements/energy efficiency works Energy improvements/ efficiency works (e.g. loft insulation, pipe/tank insulation, draught exclusion) Planned End Date Forecast End Date Page 187
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 16 Project Life Financials 103 0 0% 0 (103) -100% Current Year Financials 103 0 0% 0 (103) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 17 Project Life Financials 13,900 5,636 41% 17,635 3,735 27% Current Year Financials 3,000 5,636 188% 6,735 3,735 125% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 18 Project Life Financials 5,454 1,141 21% 5,454 0 0% Current Year Financials 1,017 1,141 112% 1,540 523 51% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 19 Project Life Financials 1,212 59 5% 1,086 (126) -10% Current Year Financials 226 59 26% 100 (126) -56% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Improvement works (Risk St) Risk Street Over clad Anticipated Outcome Full budget spend Void house strategy programme Spend on Void Properties to bring them up to letting standard Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Budget required to be rephased to 24/25 Mitigating Action None required Main Issues / Reason for Variance Void works to continue into 23/24 to bring void properties up to a lettable standard. Based on current projections using updated anticipated numbers it looks likely that the budget will be insufficient , resulting in a projected overspend in 23/24. Mitigating Action This is a significant priority and we continue to make positive progress against internal plan and targets to reduce the number of void houses. We expect this to continue to reduce. Anticipated Outcome The cost of bringing void properties up to lettable standard will result in a overspend. Main Issues / Reason for Variance Work progressing well and ahead of spend targets, at this pace likely to exceed budget to meet tenant demand. Officers currenty working to manage workload and prioritise to minimise overspend. Mitigating Action Officers currenty working to manage workload and prioritise to minimise overspend. Anticipated Outcome Full budget spend, likley to overspend. Environmental renewal works, paths/fences/walls/parking area's Environmental renewal works, paths/fences/walls/parking areas Planned End Date Forecast End Date Mitigating Action None required Anticipated Outcome Full budget spend Asbestos management works This budget is to fund work associated with the management of current asbestos legislation and the Planned End Date Forecast End Date Main Issues / Reason for Variance Budget to rephased to 24/25 for continuation of works. Page 188
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 20 Project Life Financials 5,050 33 1% 5,050 0 0% Current Year Financials 1,300 33 3% 100 (1,200) -92% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Multi Story Flats ( including Fire Risk Assessment Works) High Rise Fire Safety Measures Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Works taking longer to progress than anticipated. Budget required to be rephased to 24/25. Mitigating Action None required Page 189
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 21 Project Life Financials 177,132 14,013 8% 109,020 (68,112) -38% Current Year Financials 85,209 14,013 16% 17,122 (68,087) -80% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Variance to 23/24 Budget Site/ Spend £000 Overspend Underspend Reprofiling Haldane Primary School 77 77 Clydebank East (14,340) (14,340) Queens Quay Site B (410) (410) Queens Quay Site C (9,422) (9,422) Pappert (9,993) (9,993) Bank Street (3,575) (3,575) Clydebank Health Centre (4,701) (4,701) Willox Park Phase1 (5,409) (5,409) Mount Pleasant (8,527) (8,527) Silverton (2,563) (2,563) Gap sites (5,794) (5,794) Fees, Staffing Costs, contingency (3,429) (3,429) TOTAL OF ALL PROJECTS (68,087) 77 0 (68,164) Variance Category Forecast End Date Main Issues / Reason for Variance The £68.087m variance is made up of £0.077m overspend, and reprofiling of £68.164m into 2024/25 onwards . Summary of reprofiled sites together with site specific updates as follows:- Affordable Supply Programme Affordable Housing Supply Programme Planned End Date Page 190
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 22 Project Life Financials 0 88 #DIV/0! 102 102 #DIV/0! Current Year Financials 0 88 #DIV/0! 102 102 #DIV/0! Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL OF RED PROJECTS Project Life Financials 262,722 29,153 11% 201,020 (61,702) -23% Current Year Financials 102,743 29,153 28% 36,404 (66,339) -65% Haldane - Site complete, retention paid in 2023/24 Clydebank Health Centre - Demolitions planned for 2023/24, Design and Build development and contractors will be procured also this year, however physical site start will not be achieved until 2024/25. Mount Pleasant -19 units to be completed on site by March 2025. Demolition now complete and contractor award appointment made in September. £0.250m estimated to be spent this financial year with remaining current year budget to be reprofiled to 2024/25 for site start in March 2024. Bonhill Gap Site - Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Mitigating Action Staff will work closely with all stakeholders to try and ensure timely resolutions of issues as they arise. Anticipated Outcome Project will still complete and will meet revised spend profiles . Clydebank East - 88 units to be completed by March 2025. Project delivery reprofiled due to extensive groundworks. Project on site and programme adhering to amended delivery plan. Queens Quay Site B - 29 units completed on site in 2022/23. Project completed, retention figure included and associated costs in terms with road construction. Queens Quay Site C - 20 units to be completed on site, however no further progress due to land owner issue. At the time it is assumed approximately £2m will be spent on land purchase, but this will be reviewed in early 2024, with the remaining current year budget to be reprofiled to 2024/25. Pappert - 26 units to be completed on site by April 2025. Planning delay negated anticipated spend profile for 2023/24, however Planning approval received 20 September 2023 and site start in early 2024 planned. Bank Street - 22 units to be completed on site. Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Willox Park Phase1 - 17 units to be completed on site. Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Demoliton related costs incurred as required Demolitions Costs associated with demolition of surplus stock Planned End Date Forecast End Date Main Issues / Reason for Variance Costs associated with demolition of old lock ups and stock surplus to requirements Mitigating Action None required Anticipated Outcome Page 191
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 3,216 478 15% 3,201 (15) 0% Current Year Financials 600 478 80% 585 (15) -3% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 19,286 2,769 14% 16,757 (2,529) -13% Current Year Financials 5,679 2,769 49% 3,150 (2,529) -45% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials 17,937 3,574 20% 17,937 0 0% Current Year Financials 4,547 3,574 79% 4,580 33 1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 6,400 0 0% 6,400 0 0% Current Year Financials 0 0 #DIV/0! 0 0 #DIV/0! Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Main Issues / Reason for Variance Works expected to commence next financial year, therefore no Issues to report at this time. Project anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Full budget spend District Heating District Heating Connection to the Dalmuir and Littleholm multi storey flats Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Project is progressing well in 23/24, with 23/24 costs expected to be near current year budget. Mitigating Action None required at this time Mitigating Action None required Anticipated Outcome Scheduled works to complete under current year budget. Doors/window component renewals Doors/Windows Component Renewals Roof Coverings Building external component renewals, roofs/chimneys/flashings/fascias/gutters/svp Planned End Date Forecast End Date Main Issues / Reason for Variance Works expected to meet revised timescales which will be less than current year budget and therefore project will report an in year underspend. None required Anticipated Outcome Full budget spend Adaptations to Housing for Special Needs Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing, small amount of reprofiling to 24/25 is possible. Mitigating Action 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Special needs adaptations Page 192
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 17,775 2,621 15% 17,950 175 1% Current Year Financials 3,235 2,621 81% 3,410 175 5% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 500 0 0% (100) (600) -120% Current Year Financials 100 0 0% 0 (100) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 3,835 307 8% 3,380 (455) -12% Current Year Financials 877 307 35% 422 (455) -52% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 8 Project Life Financials 21,073 2,479 12% 21,073 0 0% Current Year Financials 4,435 2,479 56% 4,500 65 1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Anticipated Outcome Budget spend anticipated, should criteria be met. Planned End Date Forecast End Date Main Issues / Reason for Variance The main objective of the Buy Back Scheme is to bring former council properties that were sold through the RTB scheme, back into council use. These properties must assist the council with reducing housing need on the waiting list and where appropriate assist with external capital works. From 23/24, over 5 years, the buy back back scheme is benefiting from an additional £2m investment each year, included in this revised budget, totaling £10m over 5 years, to futher reduce the waiting list. The progress will be monitored and reported as the financial year progresses. Mitigating Action None required. Buy Backs This is a budget to undertake specific projects that will deliver housing policies/strategies, example: Ex local authority and mortgage to rent buy-back scheme Mitigating Action None required Anticipated Outcome Scheduled works to complete under current year budget. Defective structures/component renewals Defective structures Planned End Date Forecast End Date Main Issues / Reason for Variance Works expected to meet revised timescales which will be less than current year budget and therefore project will report an in year underspend. Main Issues / Reason for Variance Contingent budget held for unplanned spend. Mitigating Action None required Anticipated Outcome Spend as required Contingencies This is a contingent budget for unforeseen matters which may arise during the year. Planned End Date Forecast End Date Main Issues / Reason for Variance Pace of installations are ahead of targets as increased budget was anticipated. Officers will work to manage outturn to revised budget and targets with likelihood of exceeding budget as demand and cost is higher than projected. Mitigating Action Officers will work to minimise any overspend whilst being mindful of tenant demand. Anticipated Outcome Full budget spend, possibility of overspend. Modern facilities and services New Kitchens, Bathrooms and Showers Planned End Date Forecast End Date Page 193
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 9 Project Life Financials 13,984 2,191 16% 13,984 0 0% Current Year Financials 2,629 2,191 83% 2,629 (0) 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL OF RED PROJECTS Project Life Financials 104,007 14,420 14% 100,583 (3,424) -3% Current Year Financials 22,103 14,420 65% 19,276 (2,827) -13% Main Issues / Reason for Variance No Issues, budget for salaries and support Mitigating Action None required Anticipated Outcome Full budget spend Salaries/central support/offices Allocation of costs from other WDC services who support the HRA capital programme Planned End Date Forecast End Date Page 194
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APPENDIX 6 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials (46,875) (585) 1% (46,875) 0 0% Current Year Financials (28,055) (585) 2% (6,885) 21,170 -75% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials (8,646) (432) 5% (6,917) 1,729 -20% Current Year Financials (1,729) (432) 25% 0 1,729 -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials (311,208) (35,678) 11% (261,940) 49,268 -16% Current Year Financials (95,062) (35,678) 38% (45,795) 49,267 -52% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 0 (19) #DIV/0! (3,000) (3,000) #DIV/0! Current Year Financials 0 (19) #DIV/0! (3,000) (3,000) #DIV/0! Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL RESOURCES Project Life Financials (366,729) (36,713) 10% (318,732) 47,997 -13% Current Year Financials (124,846) (36,713) 29% (55,680) 69,166 -55% Mitigating Action None available Anticipated Outcome Income will be received when due Other Capital Income Other Income to capital Planned End Date Forecast End Date Main Issues / Reason for Variance Grant from Scottish Government in relation to properties bought back into Council stock. Prudential borrowing incurred as required None required Anticipated Outcome Income to Capital if possible Prudential Borrowing Prudential borrowing is long term borrowing from financial institutions that has been approved for the purposes of funding capital expenditure Planned End Date Forecast End Date Main Issues / Reason for Variance Prudential borrowing is impacted by programme delivery. Mitigating Action None available at this time. Anticipated Outcome Mitigating Action Income due to be received in line with spend incurred. Mitigating Action None required Anticipated Outcome Income due to be received CFCR This is capital spend which is funded by revenue budgets Planned End Date Forecast End Date Main Issues / Reason for Variance Contribution to Capital from Revenue in 23/24 expected to be minimal in 23/24 due to cost pressures in revenue. Main Issues / Reason for Variance 31 January 2024 Budget Details Project Life Financials Spend to Date Variance New Build Grant Grant to facilitate the building of new build housing Planned End Date Forecast End Date Page 195
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 HRA CAPITAL PROGRAMME ANALYSIS OF AFFORDABLE HOUSING SUPPLY PROGRAMME MONTH END DATE PERIOD 10 Budget Spend to Date Forecast Spend £000 £000 £000 £000 % RAG Status Haldane Primary School - 77 77 77 #DIV/0! Aitkenbar Primary School - - - - #DIV/0! Clydebank East 37,992 12,370 23,652 14,340- -38% Creveul Court - - - - #DIV/0! Dumbarton Harbour Ph 3 - - - - #DIV/0! Queens Quay Site B 660 102 250 410- -62% Queens Quay Site C 25,175 3 15,753 9,422- -37% Pappert 13,276 212 3,283 9,993- -75% Bank Street 5,751 8 2,176 3,575- -62% Clydebank Health Centre 11,016 669 6,315 4,701- -43% Willox Park Phase1 6,185 113 776 5,409- -87% Willox Park Phase2 7,500 - 7,500 - 0% Mount Pleasant 8,717 190 190 8,527- -98% Silverton 2,590 28 27 2,563- -99% 0 - - - - #DIV/0! Gap sites Gap sites budget remaining 9,182 - 9,182 - 0% Bonhill Gap Site - all Bonhill Sites 245 0 245 - 0% Bonhill Gap Site - Old Bonhill/ Campbell Street - 10 - - Bonhill Gap Site - O'Hare - 8 - - 0% Bonhill Gap Site - Braehead - 8 - - #DIV/0! Clydebank Gap Sites ( prev Lilac Avenue) - unallocated 13,622 - 13,622 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - 7-9 Gilmour Avenue 50 39 50 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - Queen Mary Avenue 50 14 50 - 0% Future New build sites 27,000 - 27,000 - 0% 28 Bridge Street Alexandria 23 162 23 - 0% Fees, Staffing Costs, contingency 8,097 - 8,097 - 0% Total Expenditure 177,132 14,013 118,268 (58,863) 31 January 2024 Site Project Life Financials Variance Page 196
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Regulatory & Regeneration West Dunbartonshire Council – 27 March 2024 ___________________________________________________________________ Subject: Representation on Outside Bodies 1. Purpose 1.1 The Council is asked to consider making a nomination to the Blindcraft Trust. 2. Recommendations 2.1 The Council is asked to nominate an elected member to the Blindcraft Trust. 3. Background 3.1 A request has been received from Glasgow City Council seeking the nomination of an elected member to serve on the BlindCraft Trust which was established in order to carry out the testamentary wishes of John Leitch by a private Act of Parliament in 1825 which established an Asylum for the Blind in the City of Glasgow - Act George IV CAD44 (private). 4. Main Issues 4.1 The Blind Persons Act 1920 imposed a duty on local authorities to make arrangements for the promotion of the welfare of blind person’s resident within their area, a responsibility which was carried out in combination with other Councils. 4.2 In 2012 Glasgow City Council applied to the Office of the Scottish Charities Regulator (OSCR) to obtain charitable status to formalise the arrangements in relation to the funds and therefore must comply with the requirements of the Office of the Scottish Charities Regulator (OSCR) and Trust legislation. The Trustees in this case hold the funds in trust for the purposes set out in the Trust Deed. A paper detailing the background and history of the Blindcraft Trust is appended to the report. 4.3 The Council areas covered by the Blindcraft Trust are the following: Argyll & Bute Council, West Dunbartonshire Council, South Lanarkshire Council, North Lanarkshire Council, South Ayrshire Council, Glasgow City Council, Inverclyde Council, East Ayrshire Council, Renfrewshire Council, Dumfries and Galloway Council, Stirling Council and Falkirk Council. Each of these areas have an opportunity to nominate a Councillor to service as an ex officio Trustee to the Trust. The Trust meet twice per annum and meetings take place in spring and in winter. The Council is therefore invited to nominate an elected member to serve on the Blindcraft Trust. ITEM 13 Page 197
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5. People Implications 5.1 There are no personnel issues. 6. Financial and Procurement Implications 6.1 The elected member nominated to serve on this outside body will be entitled to claim reasonable expenses incurred when attending meetings. 7. Risk Analysis 7.1 There are no risks associated with the recommendations of this report. However, failure to nominate a member to attend the Trust may result in reputational damage to the Council. 8. Equalities Impact Assessment (EIA) 8.1 Screening complete – EIA not required. 9. Consultation 9.1 Officers in the Legal and Finance sections of the Council have been consulted on the content of this report. 10. Strategic Assessment 10.1 The Council’s representation on the BlindCraft Trust will help contribute towards achieving the Council’s strategic priority: • Inclusive and Adaptable. Alan Douglas Chief Officer – Regulatory and Regeneration Date: 29 January 2024 Person to Contact: Carol Ann Burns Senior Democratic Services Officer Email: carol-ann.burns@west-dunbartonshire.gov.uk Appendices: Appendix 1 - Background and history of the Blindcraft Trust. Background Papers: Equalities Impact Assessment (EIA) Wards Affected: None. Page 198
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APPENDIX 1 1 Background and History of the Blindcraft Trust Fund 1. Background 1.1 The Blindcraft Trust was established in order to carry out the testamentary wishes of John Leitch by a private Act of Parliament in 1825 which established an Asylum for the Blind in the City of Glasgow - Act George IV CAD44 (private). 1.2 The Blind Persons Act 1920 imposed a duty on local authorities to make arrangements for the promotion of the welfare of blind person’s resident within their area, a responsibility which was carried out in combination with other Councils. Pursuant to this, a scheme was set up by the county councils of Argyll, Ayr, Dumbarton, Lanark, Renfrew and Stirling and the town councils of the Burghs of Airdrie, Ayr, Coatbridge, Dumbarton, Falkirk, Glasgow, Greenock, Hamilton, Johnstone, Kilmarnock, Motherwell and Wishaw, Paisley, Port Glasgow, Renfrew, Rothesay and Stirling to provide for the housing, education and training of blind persons. At a later date the County Council of Bute and the Town Council of Dumfries also joined the Scheme. Glasgow City Council appears to have been the lead authority at that time. 1.3 In order to facilitate the joint scheme a private Act of Parliament (The South West of Scotland Blind Asylum Order Confirmation Act 1923) was passed transferring the Royal Asylum for the Blind from its then managers to the Corporation of the City of Glasgow which held the property on behalf of all the other Council’s in the Scheme. 1.4 The Blind Persons Act 1920 was eventually repealed and the Social Work (Scotland) Act 1968 imposed a general welfare function on the Councils. Since then the Social Work responsibility which includes welfare of the blind, was transferred to the Regional Councils in the Local Government (Scotland) Act 1973 and then to the unitary authorities in 1994. 1.5 Since that time various legislation has imposed general welfare obligations on Councils including welfare of the Blind although this is subject to financial restraints. 1.6 Glasgow City Council do not have details of how long the joint scheme ran or when it was wound up nor do we have any details of how the funds were administered between 1937 and 1973. Post 1973 Strathclyde Regional Council ran workshops for the blind through Social Work Department (known as “Blindcraft”). The workshop and the Blindcraft Trust’s funds were administered by a management committee and it appears that monies were paid out of the funds either to individuals in the workshops who were blind or visually impaired, or to the workshop itself. Page 199
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Blindcraft Trust – updated November 2023 2 1.7 At local government re-organisation in 1994 the Management Committee was discontinued. 1.8 In 2012 Glasgow City Council applied to the Office of the Scottish Charities Regulator (OSCR) to obtain charitable status to formalise the arrangements in relation to the Funds. This application was made as part of a Council wide review of Sundry Trusts and Funds held by the Council. A list of the historic funds, which have been transferred into the Blindcraft Charitable Trust, and their original purposes are attached as part of the Trustee Induction Pack. 2. The Blindcraft Trust purposes and participating authorities 2.1 A copy of the original Blindcraft Trust deed and a summary of the Trust deed are attached. 2.2 The charitable purposes of the Blindcraft Trust are:- (a) The prevention or relief of poverty, the advancement of education, the relief of those in need by reason of age, ill health, disability, financial hardship or other disadvantage. The specific Trust purposes of the Blindcraft Trust as outlined in the Trust Deed are:- (1) to advance the education of individuals of all ages who are blind or visually impaired with particular support being given to children from birth to 19 years of age who have a right to statutory education, declaring that no support shall be given in respect of any matters for which a local authority has a statutory duty; (2) to relieve poverty amongst individuals who are blind or visually impaired and in particular unemployed person through the promotion and/or provision of training and skills of all kinds and particularly such skills as will assist such residents in obtaining paid employment within the mainstream working environment, declaring that particular support will be given to the Blindcraft Factory run by Glasgow City Council for those who are blind or visually impaired; (3) to promote, establish and/or support other projects and programmes of a charitable nature for the benefit of individuals who are blind or visually impaired, including the advancement of the education of the public in general in relation to individuals who are blind or visually impaired, providing such other projects are ancillary to the activities carried on by the Trust in pursuit of the objects (1) and (2) above. 2.3 The Trust was activated in 2012 as part of a review of the Council’s Sundry Trusts and Funds carried out by the Council’s Legal and Financial Services Departments. The Trust is a charitable Trust and therefore must comply with the requirements of the Office of the Scottish Charities Regulator (OSCR) and Trust legislation. The Trustees in this case hold the funds in trust for the purposes set out in the Trust Deed. Page 200
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Blindcraft Trust – updated November 2023 3 2.4 The Council areas covered by the Blindcraft Trust are the following: Argyll & Bute Council, West Dunbartonshire Council, South Lanarkshire Council, North Lanarkshire Council, South Ayrshire Council, Glasgow City Council, Inverclyde Council, East Ayrshire Council, Renfrewshire Council, Dumfries and Galloway Council, Stirling Council and Falkirk Council. Each of these areas will have an opportunity to nominate a councillor to service as an ex officio Trustee to the Trust. 2.5 When the Blindcraft Trust was activated, the Blindcraft Trustees agreed that certain changes to the Trust deed should be made to comply with Trust legislation and OSCR Guidance. These changes are included in the Deed of Variation which is attached as part of the Trustee Induction Pack. 3. Financial Position of the Trust 3.1 The provisional closing balance of the Blindcraft Trust Fund as at 13th October 2023 is £196,116. 3.2 The Blindcraft funds are currently held as part of the Council’s Sundry Trusts and Funds portfolio. The Council’s Sundry Trusts and Funds portfolio is managed by Ruffer Limited Liability Partnership, an investment management firm, appointed by the Council. The investment objectives of the Fund is to preserve the capital over rolling 12 month periods, and secondly to grow the portfolio at a higher rate (after fees) than could reasonably be expected from depositing the cash in a UK bank. The Fund is invested in a variety of different asset classes, including fixed interest stocks and equities (both UK and international), and an allocation of other risk investments designed to improve the overall return, but never to the extent of risking serious capital loss. 3.3 The Council’s Financial Services department prepares the Blindcraft Annual Accounts, which are approved by the Trustees at the Blindcraft Annual General Meeting and thereafter sent to OSCR. 4. Administration of the Blindcraft Trust The Blindcraft Trustees have agreed the following: 4.1 Meeting frequency: Twice per annum. Meetings take place in spring and in winter. 4.2 Spending restrictions: There are no spending restrictions in the Trust Deed however the Trustees have agreed to limit grant expenditure to a pre-determined amount which is reviewed annually. 4.3 Trust Meetings and Award Process: Trustees will approve the Trust accounts prepared by the Council’s Financial Services Department and audit report prepared by external auditors. Trustees also agree the level of Trust expenditure for that particular financial year and confirm the organisations they wish to invite to make an application to the Trust. It is recommended that one of these organisations is RSBi in order to comply with the terms of the Trust Deed. Page 201
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Blindcraft Trust – updated November 2023 4 The Trustees may wish to give the organisations an idea of the type of projects which the Trustees would like to consider. The Trustees receive an update from the Council’s Customer & Business Services as to the status of the applications made in the previous year. A small number of suitable organisations previously invited by the Trustees put forward suggested proposals to the Trustees which would fit in with the Trust purposes. The Council’s Financial Services Departments (Corporate Finance and CBS) will have carried out financial and governance checks on these organisations and will report their findings to the Trustees. The Trustees then give consideration as to whether to award a grant to the organisations, to what value and over what period. The values of grants from the Trust are currently agreed by the Trustees as the following: Large grant - over £50,000 Medium grant - between £5000 and £50,000 Small grant - up to £5,000 If the Trustees wish to fund any of the proposals put forward by the organisation, the Trustees will then authorise the Council’s Financial Services Department (CBS) to put in place monitoring arrangements to monitor the use of the donations. Page 202
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WEST DUNBARTONSHIRE COUNCIL Report by Planning, Building Standards and Environmental Health Manager Council: 27th March 2024 _____________________________________________________________ Subject: Clydeplan and Regional Spatial Strategy Governance Arrangements 1. REASON FOR REPORT 1.1 The purpose of this report is to seek permission to formally withdraw from the Clydeplan Joint Committee and agree to transfer the responsibility for the development of a Regional Spatial Strategy to the Glasgow City Region Cabinet. 2. RECOMMENDATION It is recommended that the Council agree: • To note the recommendation of the Clydeplan Joint Committee to transfer responsibility for the development of a Regional Spatial Strategy to the Glasgow City Region Cabinet; • To note Glasgow City Region Cabinet’s approval of the establishment of a new Regional Spatial Planning Sub-Committee to oversee the development of a Regional Spatial Strategy; • To note that approval of participation in any future Regional Spatial Strategy will be a future decision for West Dunbartonshire Council; • To formally withdraw from the Clydeplan Joint Committee and transfer requisition funding to Glasgow City Council as lead authority for the Glasgow City Region; • To the participation in the Regional Spatial Planning Sub-Committee • To confirm elected members, Councillor Lawrence O’Neill and Councillor Gurpreet Singh Johal, and their respective successors as Convenor and Vice Convenor of the Council’s Planning Committee, as representatives on the new Regional Spatial Planning Sub- Committee; and • Request an update be brought to Planning Committee on progress of the Regional Spatial Strategy within 12 months of the date of this report. 3. BACKGROUND 3.1 The Planning Act (Scotland) 2019 removed the need to produce a Strategic Development Plan and the adoption of National Planning Framework 4 on 13 February 2023 was the trigger for all strategic development plans and associated supplementary guidance issued in connection with them to cease to have effect. ITEM 14 Page 203
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Strategic Planning matters are now set out in National Planning Framework 4. The Planning Act (Scotland) 2019 has introduced the concept of Regional Spatial Strategies to provide a spatial representation of the key regional land use issues requiring to be addressed across a region identifying strategic development needs and priorities. Although non-statutory in nature (they do not form part of the development plan and will not have a status in planning decisions) they must be taken account of when a new Local Development Plan is being prepared. 3.2 Since 1996 the eight Glasgow City Region local planning authorities have worked together to develop a series of regional spatial plans, the most recent being the Clydeplan Strategic Development Plan (“SDP”), which was approved by Scottish Ministers in July 2017. It set out a Vision and Spatial Development Strategy until 2036, indicating where new development should be located and a policy framework that helps deliver sustainable economic growth through the creation of high quality development which seeks to reduce inequalities and enhances the quality of life in Glasgow City Region. The Strategic Development Plan also set the strategy and policy context for the individual local authority Local Development Plans. This is no longer extant since the introduction of NPF4, and has been replaced by the requirement to prepare a Regional Spatial Strategy. 4. MAIN ISSUES Governance 4.1 Clydeplan has been governed by a Strategic Development Planning Authority Joint Committee for the purpose of representing them in carrying out the functions conferred upon them under Sections 4 to 14 of the Town and Country Planning (Scotland) Act 1997 (as amended by the Planning (Scotland) Act 2019. This Council has agreed the necessary resolution for giving effect to this Agreement and currently this Council has two appointed elected member representatives on the Clydeplan Joint Committee. Planning officers participate in the Clydeplan Steering Group and various sub-groups. Renfrewshire Council is the host authority for the eight Local Authorities and it provides Financial, Governance and HR functions for the Joint Committee on behalf of the Member Authorities. 4.2 The Clydeplan Joint Committee has previously agreed that work should be undertaken to explore the future governance arrangements for the performance of the functions undertaken by the Joint Committee particularly in relation to the new duty on local authorities in relation to strategic planning as part of the Planning (Scotland) Act 2019, to prepare a Regional Spatial Strategy. Unlike the current Strategic Development Plan, the Regional Spatial Strategy will not form part of the statutory Development Plan, which will now comprise the National Planning Framework and the Local Development Plan. Given these changes it was acknowledged that the role and remit for which the Glasgow and Clyde Valley Strategic Development Planning Authority Joint Committee was originally established will significantly change and therefore the future role of the Committee required to be reviewed. Page 204
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4.3 The Joint Committee agreed to recommend this approach at its meeting on 24th January 2024, as did the Glasgow City Region Cabinet on 12th February 2024 to its members that the functions transfer to the Glasgow City Region, with Glasgow City Region Cabinet overseeing the development of the Regional Spatial Strategy. At the meeting on 12th February 2024, the Cabinet agreed to establish a Regional Spatial Planning Sub-Committee to discharge this function, subject to approval by the eight Local Authorities through their own local democratic structures. Appendix 1 contains the report presented to Glasgow City Region Cabinet. Permission is now sought from West Dunbartonshire Council to formally withdraw from the Clydeplan Joint Committee and agree to transfer this responsibility to the Glasgow City Region Cabinet. Proposed future approach 4.4 The report contained in Appendix 1 sets out the proposed approach to future collaboration, based on three fundamental principles: • A collaborative approach to regional spatial planning with all members being equal; • Integration with wider regional activity to maximise impact; and, fundamentally; • The need for local democratic accountability with no local authority being bound by any decision they cannot support. To achieve this, the new Sub-Committee will not have decision making powers, but will oversee the development of a Regional Spatial Strategy for the City Region. This will then be presented to the eight Local Authorities for consideration, with Cabinet simply noting the approved document, once it has been agreed by the eight Local Authorities. This ensures that approval sits with local democratic structures whilst collaboration is facilitated through regional ones. Under the new arrangements, West Dunbartonshire Council will remain accountable and responsible for all planning decisions within the area. 5. People Implications 5.1 There are no personnel issues for this Council. 6. Financial and Procurement Implications 6.1 This Council currently pays a requisition of £68,375 to support staff and associated costs with the operation of Clydeplan. For 2023/24 there was a reduction of the contribution by £15,000 and £25,000 for 2024/25. It is proposed that this funding is transferred to Glasgow City Council as lead authority for the Glasgow City Region to support staff and associated costs. Page 205
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This will be managed through regional structures with the Finance Strategy Group consisting of the 8 Finance Directors overseeing the budget and reporting to the 8 Chief Executives. The final budget for the new Regional Planning Sub Group will be approved by Cabinet on an annual basis. 6.2 Appropriate due diligence will be carried out by Glasgow City Council and Renfrewshire Council to ensure the transfer of assets. Any reserves will be returned to the 8 constituent authorities following conclusion of the process. 7. Risk Analysis 7.1 It is clear that a sustainable future arrangement needs to be found which satisfies the desire for democratically accountable governance, generates efficiencies, develops a mutually agreed Regional Spatial Strategy and delivers on the new programmes devolved to regional level. Without regional planning there are key risks that local planning authorities will not co-operate on cross boundary issues or plan for growth on a regional basis, all to the detriment of individual Local Authorities and to the Glasgow City Region. 8. Equalities Impact Assessment (EIA) 8.1 The proposal has been screened and as it is not relevant to any of the areas in term of EIA assessment, therefore no EIA is required. 9. Environmental Sustainability 9.1 A Strategic Environmental Assessment is not required. 10. Consultation 10.1 The Glasgow and Clyde Valley Strategic Development Planning Authority Joint Committee agreed to recommend this approach at its meeting on 24th January 2024, as did Glasgow City Region Cabinet on 12th February 2024 to its members that the functions transfer to the Glasgow City Region, with Glasgow City Region Cabinet overseeing the development of the Regional Spatial Strategy. The eight Local Authorities have been involved in discussions regarding the governance arrangements for Clydeplan and future governance arrangements for the Regional Spatial Strategy. 11. Strategic Assessment 11.1 The proposed development complies with the strategic priorities of the Council in particular: • Our Communities Resilient and Thriving • Our Economy Strong and Flourishing Page 206
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Pamela Clifford Planning, Building Standards and Environmental Health Manager Date: 27th March 2024 ___________________________________________________________________ Person to Contact: Pamela Clifford, Planning, Building Standards and Environmental Health Manager, Pamela.Clifford@west-dunbarton.gov.uk Tel no: 07774428221 Appendices: Appendix 1 - Glasgow City Region – City Deal Cabinet – Regional Spatial Planning Arrangements 12th February 2024 Background Papers: Equalities Impact Assessment Screening Wards Affected: All Wards Page 207
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OFFICIAL OFFICIAL Glasgow City Region – City Deal Cabinet Report by Director of Regional Economic Growth Contact: Kevin Rush (0141 287 4613) Regional Spatial Planning Arrangements Purpose of Report: The purpose of this paper is to propose a revised governance structure for the oversight of the development of a Regional Spatial Strategy (RSS) for the Glasgow City Region (GCR) following the recommendation of the Clydeplan Joint Committee in June 2023 to transfer responsibility to the GCR Cabinet. Recommendations: Cabinet is asked to: - Note the report; - Agree to the establishment of a new Planning Sub-Committee with approval of a Regional Spatial Strategy resting with the individual Member Authorities; and - Agree this approach through their own democratic structures at the earliest opportunity. Item APPENDIX 1 Page 208
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OFFICIAL OFFICIAL Introduction 1. The purpose of this paper is to propose a revised governance structure for the oversight of the development of a Regional Spatial Strategy (RSS) for the Glasgow City Region (GCR) following the recommendation of the Clydeplan Joint Committee in June 2023 to transfer responsibility to the GCR Cabinet. 2. The proposal requires endorsement from the GCR Cabinet and the 8 constituent Member Authorities prior to implementation. Background and the growth of City Regions 3. Increasingly the role of city regions, through the establishment of City Deals and Regional Economic Partnerships, are emerging as the key mechanism for the delivery on a number of important agendas including: economic development, City Deals, climate change, environmental improvement and strategic planning. 4. In this context the new duty to prepare a Regional Spatial Strategy is key in planning for the future development of the Glasgow City Region. 5. Since 1996 the eight Glasgow City Region local authorities have worked together to develop a series of regional spatial plans, the most recent being the Clydeplan Strategic Development Plan (“SDP”), which was approved by Scottish Ministers in July 2017. 6. The previous SDP set out a Vision and Spatial Development Strategy from now until 2036, suggesting where new development should be located and a policy framework that helps deliver sustainable economic growth through the creation of high quality development which seeks to reduce inequalities and enhances the quality of life in Glasgow City Region. The SDP also set the strategy and policy context for the individual local authority Local Development Plans. 7. This is no longer extant since the introduction of NPF4, and has been replaced by the requirement to prepare an RSS. 8. Since 2022, the City Region has seen a very significant increase in responsibility and budget devolved to it from both UK and Scottish Governments. This includes a number of programmes which have clear spatial planning elements to them. New programmes now managed through the GCR PMO and overseen by Cabinet include: Date of Award Programme Amount February 2022 Innovation Accelerator £33m August 2022 UK Shared Prosperity Fund £74m June 2023 Clyde Mission £26.5m June 2023 Investment Zone £160m November 2023 5G Innovation Region £3.2m 9. Given this, a new Head of Place has been appointed to oversee the spatial planning elements of the GCR Programme, including Clyde Mission, the development of a Clyde Masterplan and the Investment Zone. Ross Nimmo, currently Head of Planning and Development at Glasgow Airport, will take up this post on 4th March 2024. Page 209
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OFFICIAL OFFICIAL 10. There are clear synergies between this exciting new body of work and the development of a Regional Spatial Strategy, and the opportunity to merge teams and governance could generate significant opportunities and efficiencies for the Region. Governance Review 11. The Clydeplan Joint Committee has previously agreed that work should be undertaken to explore the future governance arrangements for the performance of the functions undertaken by the Joint Committee particularly in relation to the new duty on local authorities in relation to strategic planning as part of the Planning (Scotland) Act 2019, namely to prepare a Regional Spatial Strategy. 12. Unlike the current Strategic Development Plan the Regional Spatial Strategy will not form part of the statutory Development Plan which will now comprise the National Planning Framework and the Local Development Plan. 13. Given these changes it was acknowledged that the role and remit for which the Glasgow and Clyde Valley Strategic Development Planning Authority Joint Committee was originally established will significantly change and therefore the future role of the Committee required to be reviewed. 14. Following the vote at its June 2023 meeting on a report on future arrangements, the Joint Committee agreed to recommend the following option: (a) That the contents of the report be noted; (b) That the cessation of strategic development plans be noted; and (c) That the preferred option for considering regional spatial strategy planning issues going forward be that existing Clydeplan staff resource be reviewed in light of the new requirements for RSS preparation. Staff would be consulted on a possible TUPE transfer to Glasgow City Council. If transferred, the team would be integrated into the existing city region structures (overseen by the Regional Director) who would take responsibility for preparing an RSS and reporting this through to the GCR Cabinet for approval. This would move the duty to prepare an RSS directly into the city region governance structures. 15. It should be noted that the individual Member Authorities need to take their own decisions on how they wish to proceed with the development of Regional Spatial Strategies and the Joint Committee’s recommendation. 16. Since the June 2023 recommendation, two Councils have expressed views on the future arrangements: - In September 2023, Renfrewshire Council approved the following motion: “This Council notes the decision of the GCVSDPA (Clydeplan) Joint Committee to recommend passing responsibility for the new Regional Spatial Strategy to the Glasgow City Region Cabinet, however this Council considers it premature to do so at this juncture as no guidance has been issued to date as to the development of the RSS or the governance agreed between the constituent authorities. The staff of the GCVSDPA (who are Renfrewshire Council employees) are greatly valued for their skills and knowledge in this rapidly changing planning Page 210
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OFFICIAL OFFICIAL environment and should be fully supported and involved in any proposed changes. The Joint Committee has successfully operated as a directly accountable governance structure to all 8 local authorities regarding regional planning. This council believes that the same principle should apply regarding the development of the new Regional Spatial Strategies (RSS). For it to be equally successful it must be founded in democratically accountable governance structures which encourages neighbouring authorities to collaborate and agree on any strategies that may have an influence on their own local planning policies. Council therefore agrees that the Joint Committee should continue until alternative suitable democratically accountable governance structures are identified, agreed and approved by all constituent authorities for its replacement with responsibility for delivering the new Regional Spatial Strategy” - In December 2023, North Lanarkshire Council voted to formally withdraw from the existing Joint Committee and will serve its two year notice from 31st March 2024. 17. It is therefore clear that a sustainable future arrangement needs to be found which satisfies the desire for democratically accountable governance, generates efficiencies, develops a mutually agreed Regional Spatial Strategy and delivers on the new programmes devolved to regional level. Proposed way forward 18. Recognising that consensus will always be sought, the proposal is based on three fundamental principles: - A collaborative approach to regional spatial planning with all members being equal; - Integration with wider regional activity to maximise impact; and, fundamentally - The need for local democratic accountability with no local authority being bound by any decision they cannot support Ensuring local democratic accountability for the new Regional Spatial Strategy 19. To secure local democratic accountability for the new Regional Spatial Strategy it is proposed that a Glasgow City Region Spatial Planning Committee is established as a sub- committee of the Glasgow City Region Cabinet, which is a Joint Committee established under the Local Government (Scotland) Act 1973. Membership will consist of Planning Conveners or equivalent from each of the local authorities. The Chair will be decided by its membership. This Committee will oversee the development of a Regional Spatial Strategy for the Glasgow City Region for approval by the 8 Member Authorities. The Directors /Heads of Service with responsibility for Planning of each council will attend meetings in support of members. 20. This is the model used for the Education Collaborative which has been in operation since 2017. Page 211
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OFFICIAL OFFICIAL 21. The Spatial Planning Committee would not have decision making powers and would only make recommendations on the Regional Spatial Strategy for consideration by the 8 Member Authorities to ensure local democratic accountability. 22. Ideally, all 8 Member Authorities would participate in an agreed Regional Spatial Strategy, but this would be a matter for each Council to decide and it is within the gift of any of the members to choose not to support the final strategy. 23. The Cabinet would receive and note the Regional Spatial Strategy but only after approval by all participating Member Authorities through their local democratic structures. This is similar to the approach undertaken for recent regional initiatives such as the Shared Prosperity Fund Investment Plan and no RSS could be presented to Cabinet without prior approval from its constituent members. 24. All efforts will be managed to agree consensus amongst the 8 members but a Regional Spatial Strategy is not a statutory document and therefore, no local authority could be bound to adopt an RSS without approval through their own democratic structures. The individual authorities retain the right not to support or be bound by anything contained within the RSS. 25. This approach was discussed at the Clydeplan Joint Committee meeting on 22nd January 2024 and there was widespread support for the approach, subject to necessary approvals being sought. Process for agreeing new RSS Staffing 26. The Spatial Planning Committee would replace the existing Clydeplan Joint Committee and it is anticipated that staff and budgets would transfer into the existing City Region structures, ensuring a more streamlined approach to audit, finance etc. with no requirement for separate arrangements. Following appropriate consultation, the current Clydeplan and Green Network Partnership team would transfer to Glasgow City Council under TUPE regulations (Transfer of Undertakings (Protection of Employment) Regulations 2006) and be based within the City Region PMO section where appropriate management arrangements will be put in place and resilience and support will be available. The new Head of Place would oversee the transfer and be responsible for developing the Regional Spatial Strategy for consideration by members. 27. If this approach was agreed, a paper would need to be taken through all 8 Member Authorities agreeing to the windup of Clydeplan, the establishment of a new Spatial Planning Committee and formalising the requirement for the agreement of all members before an RSS could be presented to Cabinet. Draft RSS considered by Spatial Planning Committee and recommended for approval Consideration by Member Authorities Approval by all Participating Authorities Noting by GCR Cabinet Page 212
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OFFICIAL OFFICIAL 28. This process would run over the next few months subject to all authorities reaching agreement and due trade union/staff consultation. It is likely that revised governance arrangements may take longer to embed but staffing transfers could progress more quickly. Budget 29. The transfer of responsibility and staff to the GCR PMO is likely to generate efficiencies for the Member Authorities, with no requirement for separate office accommodation or IT costs. In addition, the GCR PMO has been effective in generating external funding from both Scottish and UK Governments in recent years for spatial planning related activity, including Clyde Mission and Investment Zone, and it is expected that this will reduce the burden on Member Authorities in future years. Recommendation 30. Cabinet is asked to: - Note the report; - Agree to the establishment of a new Planning Sub-Committee with approval of a Regional Spatial Strategy resting with the individual Member Authorities; and - Agree this approach through their own democratic structures at the earliest opportunity. Page 213