Agenda
Housing and Communities Committee
Date: Wednesday, 2 November 2016 ______
Time: 14:00 ______
Venue: Council Chamber, Clydebank Town Hall, Clydebank ______
Contact: Nuala Quinn-Ross, Committee Officer Tel: 01389 737210 [email protected]
Dear Member
Please attend a meeting of the Housing and Communities Committee as detailed above. The business is shown on the attached agenda.
Yours faithfully
JOYCE WHITE
Chief Executive
Page 1 of 262 Distribution:-
Councillor David McBride (Chair) Councillor Lawrence O’Neill (Vice Chair) Councillor Gail Casey Councillor William Hendrie Councillor Jonathan McColl Councillor Marie McNair Councillor John Mooney Councillor Tommy Rainey Councillor Gail Robertson Councillor Martin Rooney Councillor Kath Ryall Councillor Hazel Sorrell
All other Councillors for information
Chief Executive Strategic Director – Regeneration, Environment and Growth Strategic Lead – Housing and Employability
Date issued: 21 October 2016
Page 2 of 262 HOUSING AND COMMUNITIES COMMITTEE
WEDNESDAY, 2 NOVEMBER 2016
AGENDA
1 APOLOGIES
2 DECLARATIONS OF INTEREST
Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations.
3 MINUTES OF PREVIOUS MEETING 7 - 11
Submit, for approval as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 3 August 2016.
4 WEST DUNBARTONSHIRE LOCAL HOUSING STRATEGY 13 - 99 2017 – 2022, MORE HOMES BETTER HOMES WEST DUNBARTONSHIRE
Submit report by the Strategic Lead, Housing and Employability seeking approval for the Council’s new Local Housing Strategy (LHS) for the 5 year period 2017-2022.
5 MORE HOMES BETTER HOMES WEST DUNBARTONSHIRE - 101 - 133 STRATEGIC HOUSING INVESTMENT PLAN (SHIP) 2017-2022
Submit report by the Strategic Lead, Housing and Employability seeking approval for the proposals for the delivery of the SHIP 2017/18 - 2021/22 as detailed within the report.
6 MORE HOMES BETTER HOMES WEST DUNBARTONSHIRE – 135 - 141 COUNCIL HOUSE NEW BUILD PROGRESS REPORT
Submit report by the Strategic Lead, Housing and Employability providing an update on the progress of the New Build Council House Programme.
7/
Page 3 of 262 7 SCOTTISH SOCIAL HOUSING CHARTER PROGRESS 143 - 155 REPORT
Submit report by the Strategic Lead, Housing and Employability providing an update on how the Council has performed against the Scottish Social Housing Charter indicators during the third year of implementation.
8 FUNDING HOMELESSNESS SERVICES IN WEST 157 - 161 DUNBARTONSHIRE (WELFARE REFORM IMPLICATIONS)
Submit report by the Strategic Lead, Housing and Employability highlighting the funding challenges facing the provision of temporary accommodation and more widely the homeless service in West Dunbartonshire.
9 WEST DUNBARTONSHIRE EMPTY HOMES STRATEGY 163 - 183 UPDATE (PRIVATE SECTOR)
Submit report by the Strategic Lead, Housing and Employability seeking approval of and authority to implement an updated version of the current Empty Homes Strategy covering the period 2016 - 2019
10 HOUSING & EMPLOYABILITY DELIVERY PLAN 2016/17: 185 - 197 MID-YEAR PROGRESS REPORT
Submit report by the Strategic Lead, Housing and Employability providing an update on the progress in the implementation of the Housing & Employability Delivery Plan 2016/17.
11 UPDATE ON RENT COLLECTION 199 - 208
Submit report by the Strategic Director – Regeneration, Environment and Growth providing an update on Rent Collection and the Rent Collection Workstream.
12 INTEGRATED HOUSING PROJECT - UPDATE AND 209 - 213 PROGRESS REPORT
Submit report by the Strategic Lead, Housing and Employability providing an updated position on the Integrated Housing Project management and project development, and an overview of progress made to date.
13/
Page 4 of 262 13 SCOTTISH WATER INFRASTRUCTURE WORKS – 215 - 219 DOCK STREET, CLYDEBANK
Submit report by the Strategic Lead, Housing and Employability seeking approval of a request received from Scottish Water to construct a new sewer within an area of land in Council ownership in Clydebank.
14 FORMER TENANT RENT ARREARS WRITE OFF – 221 - 223 2016/17 QUARTER 2
Submit report by the Strategic Director – Regeneration, Environment and Growth seeking approval for the write-off of rent arrears for quarter 2 of 2016/17 for former tenants, arising from various years and reasons as detailed within the report.
15 WORKING WELL TOGETHER - ATTENDANCE 225 - 232 MANAGEMENT: QUARTER 2
Submit report by the Strategic Lead – People and Technology advising on attendance levels across the Council for quarter 2 (July – September 2016).
16 FINANCIAL REPORT 2016/17 AS AT PERIOD 6 233 - 243 (30 SEPTEMBER 2016)
Submit report by the Strategic Director – Regeneration, Environment and Growth providing an update on the financial performance to 30 September 2016 (Period 6) of those services under the auspices of the Housing and Communities Committee.
17 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 245 - 262 REPORT TO 30 SEPTEMBER 2016 (PERIOD 6)
Submit report by the Strategic Director – Regeneration, Environment and Growth providing an update on the financial performance to 30 September 2016 (Period 6) of the HRA revenue and capital budgets.
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Page 5 of 262 Page 6 of 262 ITEM 3
HOUSING AND COMMUNITIES COMMITTEE
At a Meeting of the Housing and Communities Committee held in Committee Room 3, Council Offices, Garshake Road, Dumbarton on Wednesday, 3 August 2016 at 2.00 p.m.
Present: Councillors Gail Casey, William Hendrie, David McBride, Jonathan McColl, Marie McNair, Tommy Rainey, Gail Robertson, Martin Rooney*, Kath Ryall and Hazel Sorrell.
*Arrived later in the meeting.
Attending: Richard Cairns, Strategic Director - Regeneration, Environment and Growth; Peter Barry, Strategic Lead, Housing and Employability; Jim McAloon, Strategic Lead, Regeneration; John Kerr, Housing Development and Homeless Services Manager; Martin Feeney, Building Services Manager; John Mitchell, Solicitor and Nuala Quinn-Ross, Committee Officer.
Apologies: Apologies for absence were intimated on behalf of Councillors John Mooney and Lawrence O’Neill.
Councillor David McBride in the Chair
DECLARATIONS OF INTEREST
It was noted that there were no declarations of interest in any of the items on the agenda.
MINUTES OF PREVIOUS MEETING
The Minutes of Meeting of the Housing and Communities Committee held on 4 May 2016 were submitted and approved as a correct record.
RESIDENTIAL HOUSING SUPPORT DIRECT AWARD
A report was submitted by the Strategic Lead, Housing and Employability seeking approval to make a direct award for third sector provision for residential housing support for one year without option to review.
After discussion and having heard the Housing Development and Homeless
Page 7 of 262 Services Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:-
(1) to note the process undertaken to reach the conclusion that a direct award for this service provision is appropriate;
(2) to approve the direct award for the provision of residential housing support for a period of one year currently provided by Blue Triangle Housing Association Ltd and Action for Children; and
(3) to note the process in place to review the approach to the delivery of temporary accommodation as reported at 4.5 of the report.
SCOTTISH SOCIAL HOUSING CHARTER ANNUAL PERFORMANCE REPORT
A report was submitted by the Strategic Lead, Housing and Employability providing the annual progress report on meeting the requirements of the Scottish Social Housing Charter.
After discussion and having heard officers in further explanation of the report and in answer to Members’ questions, the Committee agreed:-
(1) to note the contents of the report and recognise the continued improvements within housing services in West Dunbartonshire; and
(2) that a further progress report on the Scottish Social Housing Charter be submitted to the Committee in November 2016 and to note that this report will include detailed benchmarking information.
*Note:- Councillor Rooney arrived during discussion on the above item of business.
COUNCIL HOUSE NEW BUILD PROGRESS REPORT
A report was submitted by the Strategic Lead, Housing and Employability informing of the progress of the New Build Council House Programme.
After discussion and having heard the Strategic Lead, Housing and Employability and the Housing Development and Homelessness Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:-
(1) to note the content of the report and the progress made to date with the Council’s new build programme;
(2) to note the specific achievement that the Council’s own designed and managed new build development at Hillstreet Square was a finalist at the Scottish Home Awards 2016; and
Page 8 of 262 (3) that a further progress report be submitted to the Committee in November 2016.
HOUSING ASSET MANAGEMENT STRATEGY 2013-2018 ANNUAL PROGRESS REPORT
A report was submitted by the Strategic Lead, Housing and Employability informing of the progress made with the West Dunbartonshire Housing Asset Management Strategy since its approval in February 2013.
After discussion and having heard the Housing Development and Homelessness Manager and the Building Services Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:-
(1) to note the positive progress made in implementing the Housing Asset Management Strategy, including the delivery of the council house new build programme and meeting the requirements of the Scottish Housing Quality Standard (SHQS); and
(2) to note that a refresh of the Asset Management Strategy for 2017-2022 will be presented to the Committee in February 2017 and that this refreshed Strategy will reaffirm West Dunbartonshire Council’s Housing and Community Safety service commitment to delivering an excellent housing service
GUIDANCE ON DISPOSAL OF ASSETS FROM HOUSING REVENUE ACCOUNTS
A report was submitted by the Strategic Lead, Housing and Employability advising of the new guidance published in March 2016 from Scottish Ministers on disposal of assets from local authority Housing Revenue Accounts (HRA) and transfers between the general fund and HRA.
After discussion the Committee agreed:-
(1) to note the content of the report and future arrangements for the disposal of assets from the Housing Revenue Account (HRA) and transfers between the general fund and HRA from April 2016; and
(2) that Appendix 1 to the report be amended to reflect the views of the West Dunbartonshire Tenants and Residents Organisation and issued to Members of the Committee once complete.
BUILDING SERVICES PROCUREMENT PROVISION UPDATE
A report was submitted by the Strategic Director of Regeneration, Environment and Growth providing an update of further procurement requirements for Building
Page 9 of 262 Services, seeking approval to initiate additional tender processes and updating a spend value reported to Committee on 5 August 2015.
After discussion Councillor McColl, seconded by Councillor Robertson moved:-
That the Committee agree:-
(1) to note the contents of the report; and
(2) to approve the additional procurement processes to tender the requirements listed within the table in section 4.3 of the report and delegate authority to award contracts to the Tendering Committee.
As an amendment, Councillor McBride seconded by Councillor Casey moved:-
That the Committee agree:-
(1) to note the contents of the report; and
(2) to approve the additional procurement processes to tender the requirements listed within the table in section 4.3 of the report and delegate authority to award contracts to successful bidders to the Strategic Director – Regeneration, Environment & Growth.
On a vote being taken, 6 Members voted for the amendment and 4 Members voted for the motion. Thereafter the amendment was declared carried.
WORKING WELL TOGETHER - ATTENDANCE MANAGEMENT: QUARTER 1 2016/2017
A report was submitted by the Strategic Lead – People and Technology advising on attendance levels across the Council for quarter 1 (April-June 2016).
After discussion and having heard the Strategic Director – Regeneration, Environment & Growth in answer to Members’ questions, the Committee agreed:-
(1) to note the contents of the report and the attendance results for Q1 2016/17, namely a significant decrease of 1799 days lost (21.3%) compared to the same period last year; and
(2) to note that a revised methodology for calculating absence has been adopted consistent with national guidance which more accurately reflects the workforce demographics.
Page 10 of 262 FORMER TENANT RENT ARREARS WRITE OFF – 2016/17 QUARTER 1
A report was submitted by the Strategic Lead - Resources seeking approval for the write-off of rent arrears for quarter 1 of 2016/17 for former tenants, arising from various years.
The Committee agreed to approve the write off of former tenant arrears accounts totalling £74,867.32.
FINANCIAL REPORT 2016/17 AS AT PERIOD 3 (30 JUNE 2016)
A report was submitted by the Strategic Director of Regeneration, Environment and Growth providing an update on the financial performance to 30 June 2016 (Period 3) of those services under the auspices of the Housing and Communities Committee.
The Committee agreed:-
(1) to note the contents of the report which shows the revenue budget forecast to underspend against probable by £0.002m (0%) at the year end;
(2) to note that there is no capital expenditure associated with the services to the committee; and
(3) to note the progress on savings incorporated into budgets for 2016/17.
HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 30 JUNE 2016 (PERIOD 3)
A report was submitted by the Strategic Director of Regeneration, Environment and Growth providing an update on the financial performance to 30 June 2016 (Period 3) of the Housing Revenue Account revenue and capital budgets.
After discussion and having heard the Strategic Director – Regeneration, Environment & Growth and the Housing Development and Homelessness Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:-
(1) to note the projected favourable revenue variance of £0.506m;
(2) to note the position advised in relation to the capital budget which is currently projecting an in-year favourable variance of £4.023m (13.86%), of which £4.144m relates to project re-phasing and an in-year overspend of £0.121m.
The meeting closed at 3.24 p.m.
Page 11 of 262 Page 12 of 262 ITEM 4
West Dunbartonshire Council
Report by Strategic Lead, Housing and Employability
Housing and Communities Committee: 02 November 16
Subject: West Dunbartonshire Local Housing Strategy 2017 – 2022 More Homes Better Homes West Dunbartonshire
1. Purpose
1.1 The purpose of this report is to seek approval for the Council’s new Local Housing Strategy (LHS) for the 5 year period 2017-2022.
2. Recommendation
2.1 It is recommended that the Housing and Communities Committee:
i) Approve the draft West Dunbartonshire Local Housing Strategy 2017- 2022 as appended to this report.
ii) Delegate authority to the Strategic Lead, Housing and Employability to submit a final version to the Scottish Government by the end of November 2016, subject to any final amendments in text as a result of the consultative and design process.
iii) Note that an annual progress report on the delivery of the West Dunbartonshire Local Housing Strategy 2017-2022 be submitted to the November meeting of the Housing and Communities Committee from 2017.
3. Background
3.1 Under the Housing (Scotland) Act 2001 Local Authorities have a statutory requirement to carry out a comprehensive assessment of housing needs and conditions and to produce a five year Local Housing Strategy (LHS) to address the issues identified. This draft LHS replaces the West Dunbartonshire LHS 2011–2016 approved by Housing, Environment and Economic Development Committee on 2 November 2011.
3.2 A report by the Executive Director of Infrastructure and Regeneration to Housing and Communities Committee on 03 February 2016 approved the process for the preparation and delivery of a new West Dunbartonshire Local Housing Strategy.
3.3 The Local Housing Strategy is the Council’s overarching strategic document on housing and housing support issues and has a key role to play in the effective integration of health and social care. It builds on existing strategies
Page 13 of 262 and policies including those in the areas of homelessness, energy efficiency and house condition.
3.4 The Scottish Government also requires local authorities to submit a biennial Strategic Housing Investment Plan (SHIP) indicating how investment in affordable housing will be directed over the 5-year period with a view to achieving the LHS outcomes. The draft new Strategic Housing Investment Plan 2017–2022 (SHIP) is also being presented to Housing and Communities Committee on 2 November 2016.
3.5 Increasing the supply of new housing is a high profile national priority and the LHS is required to set out the strategic approach taken by the Council and its partners to help in its delivery. This LHS is presented within the context of the recently announced More Homes Scotland initiative to provide 50,000 new affordable homes over the next five year period
4. Main Issues
4.1 Strategic Policy Framework
4.1.1 The draft LHS sets out the Strategic Policy Framework, both locally and nationally, and outlines the contribution it will make to the delivery of key strategies, in particular the:
° West Dunbartonshire Council Strategic Plan 2012 -2017; ° WD Health and Social Care Partnership Strategic Plan; ° Clydeplan Strategic Development Plan and the West Dunbartonshire Local Development Plan; ° Community Planning West Dunbartonshire 2014 – 2017 Single Outcome Agreement; and ° Scottish Government’s More Homes Scotland initiative. ° Council’s role as the lead authority delivering Glasgow City Region Housing and Equalities Portfolio
4.1.2 The West Dunbartonshire Local Housing Strategy ‘More Homes, Better Homes West Dunbartonshire’ vision is “ To develop and maintain a partnership approach, maximizing opportunities to promote the growth of the housing sector, create opportunities to deliver joint solutions, meet housing need and provide a wide range of high quality and sustainable housing in a strong well-functioning local housing system”.
4.1.3 The draft LHS details the issues around each of the five themes. Each section concludes with a series of key actions for inclusion in the performance management Action Plan, which will be appended to the final LHS. Within the LHS there are ten high level objectives which will allow the success of the implementation of the strategy to be assessed. The 10 key objectives entitled ‘Forward in All Directions’ are outlined below:-
Page 14 of 262 Forward in All Directions – 10 point success plan
° Maximise the delivery of new affordable housing through the More Homes Better Homes West Dunbartonshire initiative in partnership with developing HA partners delivering 1000 new social rented homes in West Dunbartonshire.
° Ensure a generous supply of suitable housing sites and deliver on the Council’s main strategic housing regeneration priorities including those at Dumbarton Harbour and Queens’ Quay
° Reduce the impacts of climate change and fuel poverty by supporting energy efficiency measures across all housing sectors and by delivering on compliance with EESSH for social rented housing by December 2020.
° Use all available powers to improve the housing quality across all tenures, particularly in mixed ownership blocks, and to improve the delivery of the Council’s Housing Capital Programme through the More Homes Better Homes West Dunbartonshire initiative.
° Introduce a Housing Options approach to prevent homelessness and to ease access to suitable accommodation for West Dunbartonshire households.
° Work with partners to reduce repeat homelessness and increase tenancy sustainment in the social rented sector.
° Adopt a more holistic joined up approach to improving standards in the Private Rented Sector
° Work with the HSCP to develop housing support services for those with particular housing needs, around the principles of Forward Planning, Choice and Prevention.
° Ensure rapid access to assessment, and provision of aids and adaptations.
° Improve education, training and job opportunities for West Dunbartonshire residents through the workstreams and investment associated with this strategy and build on existing strong links through Working4U.
Page 15 of 262 4.2 The Consultation Process
4.2.1 Local authorities have a statutory duty to involve, consult and engage with as wide a range of their residents as possible. The Housing (Scotland) Act 2001 requires local authorities to consult on the preparation of their LHS.
4.2.2 This draft LHS has been the subject of a wide consultation exercise with promotion through:
° an invitation to comment to all relevant organisations on the Council’s corporate Community Group Distribution List, together with an offer to speak at the group; ° presentations to the West Dunbartonshire Tenants and Residents Organisation, the West Dunbartonshire Equality Forum, the Housing Providers Forum and the Housing Access Panel; ° a Citizens’ Panel survey carried out in November 2015; ° a range of social media outlets including the Council’s website, twitter and Facebook, where it reached over 9,500 people; and ° local press, the Council’s Housing News quarterly periodical, library and other noticeboard outlets.
4.2.3 A Citizens’ panel survey carried out in November 2015 found that the vast majority of Panel members agreed with the regeneration emphasis given in the strategy and strongly supported the drive to provide more affordable housing. There was also agreement on the content of the five key themes as proposed.
4.2.4 A Summary Document and Feedback Survey was drawn up which contained a Survey Monkey questionnaire. A total of 27 Survey Monkey responses were received. In addition, 16 written feedback representations were made.
4.2.5 A report on the consultation exercise will be drawn up and posted on the Council’s LHS web page.
4.3 Five Key Themes
4.3.1 The previous LHS 2011–2016 was organised under 5 key themes:
° Housing Need and Demand; ° Promoting Good Quality Housing; ° Homelessness; ° Sustainable and Supportive Communities; and ° Addressing particular Housing Needs.
4.3.2 It is proposed that these themes continue through to the new LHS, with the slight amendment to the third theme to Homelessness and Housing Options in
Page 16 of 262 recognition of the increasing importance housing options is playing in the prevention of homelessness.
4.3.3 The draft LHS details the issues around each of the five key themes. Each section concludes with a series of key actions for inclusion in the performance management Action Plan, which is appended to the LHS.
4.4 Prioritisation of Housing Regeneration Areas
4.4.1 Previous Local Housing Strategies, while noting the need to build more affordable housing, identified the high importance of housing regeneration for West Dunbartonshire. Accordingly, housing regeneration areas were designated where a degree of prioritisation was given to projects in specific areas, linked to wider social and economic outcomes.
4.4.2 The focus on regeneration has been strongly supported in the consultation exercise, particularly in the Citizens’ Panel survey where 96% favoured such a measure.
4.4.3 In preparing the LHS, a reassessment was made of the areas deemed as Housing Regeneration Areas. This took account of any representations made through the consultation process. The new LHS proposes that for the period of the plan, the following areas will be considered as housing regeneration areas:
• Bellsmyre; • Brucehill; • Castlehill; • Central/Radnor Park; • Clydebank East/Whitecrook; • Dalmuir; • Drumry; • Haldane; • North Mountblow (Brunswick/Montreal/Quebec); and • Westcliff.
4.4.4 The principal criteria used in designating the priority Housing Regeneration Areas were the Scottish Index of Multiple Deprivation (SIMD) statistics, the findings from the Council’s own Housing asset management information.
4.4.5 The LHS recognises the importance of the Council’s Strategic Regeneration Priorities, in particular at Queens Quay, Dumbarton Harbour and our town centres. Where appropriate, the SHIP will continue to support housing projects in these strategic regeneration areas.
4.4.6 Investment in new affordable housing through the SHIP will not be confined to the regeneration areas. When deciding on the priority for any given new affordable housing proposal, a number of factors are taken into account
Page 17 of 262 including availability of land, type of housing being proposed, deliverability and value for money.
4.5 More Homes Better Homes West Dunbartonshire and Regeneration
4.5.1 West Dunbartonshire Council will launch its More Homes Better Homes initiative to provide more affordable housing and also to build on improvements made to existing stock.
4.5.2 This LHS heralds the More Homes West Dunbartonshire approach to supporting the national drive to provide 50,000 new affordable homes over the next five years and in particular the 35,000 new social rented units element. The Council is committed to playing a full part in the delivery of the programme through its own new build plans and in partnership with all housing association partners. The Better Homes aspect of the initiative will concentrate on improving existing local authority housing through better asset management planning and the improvement of council homes through a commitment to strategic housing asset management, the delivery of a focused HRA Capital Programme and effective and efficient housing repairs and maintenance process.
4.6 Main Issues by Key Theme
4.6.1 Key Theme 1: Housing Need and Demand
This section focuses on issues around population and household projections and what these mean for housing and future supply. The main points here may be summarised as follows:
i) The key LHS outcome under this theme is: Ensuring people have access to affordable housing of all tenures which is in the right location and is suitable for their needs.
ii) The West Dunbartonshire findings of the Clydeplan Housing Need and Demand Assessment (HNDA) are summarised. The projections continue to show a falling and ageing population. However, the number of households is predicted to grow, although more slowly than across Scotland as a whole. Household size declines, with the number of lone adult households forecast to rise by 23% in the period to 2037. In a similar vein, the number of households of 2 or more adults with children looks to decrease by 34% over the same period. The number of households headed by the 75+ age group is projected to increase by 70%.
iii) Annual Housing Estimates of 102 private and 63 social rented are shown in the HNDA. The LHS notes the Council’s agreed Housing Supply Targets of 150 private and 80 social rented units. It also notes the Council’s ambitions to significantly exceed the social rented targets in delivering its More Homes approach.
Page 18 of 262 iv) It is noted that the West Dunbartonshire Local Development Plan has identified a sufficiency of effective housing land for currently identified need, and also to meet the private sector housing supply targets. Expanding the housing programme may put pressure on increasing the effective land supply.
v) The HNDA did not provide the evidence to support the introduction of an Affordable Housing Policy. Instead, the LDP balances future tenure requirements by identifying sites for either affordable or private housing. Flexibility, however, is applied regarding these tenure designations.
vi) The LHS welcomes the protection of valuable housing assets the recently implemented ending of the Right to Buy will bring. . vii) Important characteristics of the West Dunbartonshire housing profile are listed, including:
• The private rented sector has almost doubled in the last eight years and now stands at 7% of the total stock • West Dunbartonshire has a higher proportion of flats, at 51%, than every other Scottish local authority outside the four cities • It has a higher than average percentage of dwellings in the lowest three Council tax bands (A-C) • Almost half of WDC’s own stock is of a non-traditional construction type.
viii) While house prices in West Dunbartonshire are among the lowest in Scotland, this is balanced by average earnings also being among the lowest in the country. There still appears to be a general issue of affordability of cheaper housing for those on lower incomes.
ix) The rents for social housing across the Clydeplan area are considered to be generally affordable with social rents being amongst the lowest. Both RSL and Council rents tend to be significantly more affordable than those in the private rented sector.
4.6.2 The Key Actions arising from this section may be summarised as:
i) Exceed the annual Housing Supply Target of delivering 80 new Social Rented homes and 150 new Private Sector homes ii) Deliver 1000 new affordable homes within the lifespan of the strategy by delivering on the More Homes initiative with an emphasis on promoting accessibility iii) Ensure a generous supply of suitable housing sites
Page 19 of 262 iv) Deliver on the Council’s main strategic housing regeneration priorities including those at Dumbarton Harbour and Queens’ Quay v) Make best use of resources including the Scottish Government’s new Infrastructure Fund to help meet the More Homes Scotland targets
vi) Carry out an update of the 2014 Affordability Review
4.6.3 Key Theme 2 Promoting Good Quality Housing
This section addresses how the Council promotes good quality housing across all tenures and how this will be developed, particularly within the context of carbon emissions obligations under the Climate Change Scotland (2009) Act.
i) The key outcome under this theme is: All residents live in good quality housing regardless of tenure. ii) The LHS outlines the Council’s duties under the Climate Change Scotland Act and notes areas where housing can make a contribution.
iii) A summary of SHQS performance notes that WDC achieved compliance in March 2015. 87.9% of WDC stock meets the standard, with the other 12.1% being exempt or in abeyance. Overall, social housing providers in West Dunbartonshire have achieved a compliance rate of 93.7%. iv) The Council’s approach to managing its stock is detailed in the LHS. It notes the emphasis given in the HRA Capital Programme to work around EESSH and the practice on dealing with SHQS abeyances. v) The innovative West Dunbartonshire Design Standard to improve standards of homes provided through the Affordable Housing Supply Programme is featured. vi) The LHS notes that 35% of houses in West Dunbartonshire are considered to be in fuel poverty. vii) The LHS acknowledges that there are information gaps on the condition of private sector housing, with the last comprehensive study having been carried out in 2011. The LHS details the approach taken by the Council in offering support to private owners through the Scheme of Assistance. viii) Progress on investigating the feasibility of District Heating schemes is outlined. ix) The value of the Empty Homes Strategy in increasing the supply of affordable housing is highlighted. The WD Empty Homes Project has
Page 20 of 262 been instrumental in bringing more than 40 homes back into use over the last three years as affordable.
4.6.4 The Key Actions arising from this section may be summarised as:
i) Ensure the Council’s housing is fit for the future through the Better Homes initiative ii) Maintain SHQS compliance and minimise abeyances
iii) Comply with EESSH by December 2020 iv) Contribute to meeting the vision for lower carbon consumption and improving energy efficiency v) Target HRA funding at improving energy efficiency of Council Homes vi) Adopt a more holistic approach to issues in the Private Rented Sector vii) Continue to provide the home energy advice and information service viii) Continue to engage with owners in mixed tenure blocks and ensure all measures available are utilised in these areas ix) Refresh the Council’s Housing Asset Management Strategy.
4.6.5 Key Theme 3: Homelessness and Housing Options
In the last LHS this section was simply labelled Homelessness. It has been renamed to reflect the importance placed on the housing options approach to homelessness prevention. This theme forms a significant part of the LHS Strategy. Homelessness continues to be a critical area of work in West Dunbartonshire.
° The key outcome here is: Homelessness is minimised through prevention and early intervention measures.
° WDC proposes to continue to produce a separate Homelessness Strategy. The current West Dunbartonshire Homelessness Strategy 2013–2016 will be replaced with a new version next year covering the period 2017– 2022.
° There has been a significant reduction in the numbers of homelessness applications in West Dunbartonshire over recent years but the figure remains high at over 1,000 for 2015/16.
° The report details the characteristics of people presenting as homeless in West Dunbartonshire. The number of young people presenting is a particular concern. Household disputes remain the single most
Page 21 of 262 common reason for homelessness, and in most of these cases violence or abuse was listed as a factor.
° Almost half of homeless applications result in a social rented tenancy.
° Local Authorities have a duty to carry out a housing support assessment. The Strategy notes that 51% of young people had a support requirement for housing management skills. A quarter of those assessed had a mental health support need and 16% had an addiction related support need.
° The Council uses a temporary accommodation modelling tool to help assess provision. At present WDC has around 215 furnished flats and has a supported project at Ashton View, which is planned for extension from 8 to 22 spaces.
° 485 households received prevention of homelessness assistance during 2015/16.
° The delivery of a comprehensive Housing Options service is a key delivery priority for West Dunbartonshire Council. The draft Strategy details the proposed scope of the Housing Options approach.
° Significant concern is noted over the potential negative impact of welfare reform on homelessness and the funding of homelessness services.
4.6.6 The Key Actions arising from this section may be summarised as:
i) Develop/Implement a new Homelessness Strategy 2017/20
ii) Carry out a review of supported/temporary accommodation and Housing Support iii) Introduce a housing options approach iv) Work with Community Justice partners in line with redesign of service v) Strengthen HSCP/Employability Service partnership vi) Mitigate effects of Welfare Reform
vii) Reduce the number of young people presenting as homeless
viii) Reduce repeat homelessness and increase tenancy sustainment ix) Work with partners to ensure that children are not affected by homelessness
Page 22 of 262 x) Roll out the new Health, Homelessness and Housing Protocol
4.6.7 Key Theme 4: Sustainable and Supportive Communities
This section is principally concerned with how partnership working will improve our neighbourhoods.
° The key outcome is: We provide good quality neighbourhoods and housing services where all people feel safe and secure.
° The role of our housing operations in delivering the Your Community initiative is highlighted.
° Tenancy sustainment is a main part of this theme. WDC and its local housing association partners have developed a Common Approach to Tenancy Sustainment.
° Community Justice is being redesigned to secure better outcomes for people with convictions, victims and communities. The draft outlines how Housing Services will work closely with Community Justice organisations and services to deliver outcomes which will meet the outcomes of the new model.
° There are a range of services delivered across the Council helping to tackle gender based violence, including a Violence Against Women partnership group.
4.6.8 The Key Actions arising from this section may be summarised as:
• Reduce the number of empty homes in the social rented sector
• Improve tenancy sustainability, including Improving pre-tenancy advice e.g. on income maximisation, to achieve sustainment • Improve rent collection and set targets for income maximisation and recovery of arrears • Contribute to the development and implementation of the Community Justice Outcome Improvement Plan.
• Work within multi-agency partnership to tackle domestic abuse
4.6.9 Key Theme 5: Addressing Particular Housing Needs
This section of the LHS outlines the approach to addressing the housing and housing related support needs of specific groups, and in particular the plans to enable people to live at home or in a homely setting which promotes their independence and wellbeing.
Page 23 of 262 ° The key outcome here is: People with particular needs have access to suitable housing with any necessary support to optimise their independence and wellbeing.
° A Housing Contribution Statement (HCS) has been agreed which acts as the “bridge” between the Local Housing Strategy and the Health and Social Care Partnership Strategic Plan and which details shared outcomes and service priorities.
° Included in the HCS is a statement on how access to aids and adaptations will be delivered in West Dunbartonshire, across all tenures.
° The housing sector is a key contributor to the delivery of the HSCP’s Commissioning Consortium approach across third and private sector providers of social care and housing. A data base on the health and social care needs of the West Dunbartonshire population will form the basis of the commissioning and procurement approaches moving forward.
° The draft notes the Council’s position regarding the needs of Gypsy/ Travellers and of Travelling Showpeople in West Dunbartonshire.
° It notes the Council’s involvement in the Syrian Refugee Resettlement Programme.
° At the heart of the Council’s Integrated Children’s Services Plan lies a commitment of all partners to “Getting It Right for Every Child” (GIRFEC). The draft notes the commitment to assist each young person to live in appropriate housing and signposts the paper Youth Housing – Giving Young PPL the Best Start in Life.
4.6.10 The Key Actions arising from this section may be summarised as:
• Develop a housing support service to enable long term clients to be supported within West Dunbartonshire • Develop plans for new and refurbished housing
• Develop plans at points of transition
• Provide preventative interventions and supports
• Ensure rapid access to assessment, and provision of aids and adaptations • Seek to develop supported housing solutions for younger adults with complex needs • Support tenancy sustainment through providing early social work help on payment of rent, signing up for benefits and other assistance.
Page 24 of 262 4.7 Monitoring and Evaluation Framework
4.7.1 The draft LHS has been the subject of Scottish Government and peer review and the main points made have informed the revised version contained in this report. The key area for development highlighted by both the reviews was the Private Rented Sector, and this will be a focus of activity going forward. The review feedback report is included as a background paper to this report.
4.7.2 An outline Action Plan has been drawn up around the Key Actions under the five themes. It is appended to the LHS for monitoring progress on achieving its objectives. The Action Plan will be developed to include indicators measuring performance against agreed timescales.
4.7.3 Progress on the delivery of the LHS outcomes is also monitored through:
° An annual Progress Report to Housing and Communities Committee and Health and Social Care Partnership Board; ° Annual presentation and update to WDTRO (West Dunbartonshire Tenants and Residents Association); and ° Quarterly progress updates to housing association partners and the Scottish Government at the West Dunbartonshire Housing Providers Forum.
4.7.4 Elements of the LHS form part of the Scottish Social Housing Charter and will be components of the Annual Return of the Charter (ARC) to the Scottish Housing Regulator.
5. People Implications
5.1 There are no people implications associated with this report.
6. Financial and Procurement Implications
6.1 The delivery of the LHS will entail bringing together a number of resource streams from the Council and partner organisations.
6.2 The impacts of delivering the Local Housing Strategy will be continually reviewed and assessed through the Council’s HRA Business Plan Model and there are currently no negative impacts.
7. Risk Analysis
7.1 This strategy has been drawn up in a volatile policy environment and where there continues to economic and political uncertainty, including around Brexit. The strategy will be subject to regular scrutiny and annual review.
Page 25 of 262 7.2 Welfare Reform remains an area of concern and the impact of Universal Credit remains uncertain . 7.3 The outcomes contained in this strategy will be dependent upon ongoing resource commitments from a wide range of partners in both the public and private sector.
8. Equalities Impact Assessment
8.1 An Equality, Health and Human Rights Impact Assessment has been carried out on the LHS and found no substantive negative impacts. The assessment has identified some knowledge gaps which we will seek to address. The assessment has been posted on the Council’s website and is attached as Appendix 2 of this report.
9. Strategic Environmental Assessment (SEA)
9.1 A Strategic Environmental Assessment pre-screening report has been carried out which has determined that a SEA is not required as the LHS sits within the framework of the Clydeplan SDP and the West Dunbartonshire Local Development Plan (Proposed Plan) 2015. The SDP defines the spatial strategy while the LDP allocates specific sites to meet identified demand. Strategic Environmental Assessments have been carried out in respect of both these plans.
10. Consultation
10.1 The widespread consultation involved in preparing the Draft LHS is summarised at 4.2 above. A Consultation Summary report will be posted on the Council’s website.
11. Strategic Assessment
11.1 The Local Housing Strategy is the overarching strategic document for housing and housing support issues across West Dunbartonshire. It significantly supports the Council’s key strategic priorities to:
• Improve local housing and environmentally sustainable infrastructure; • Improve economic growth and employability; • Improve the well-being of communities and protect the welfare of vulnerable people; • Improve care for and promote independence with older people; and • Improve life chances for children and young people.
Peter Barry Strategic Lead Housing and Employability Date: 18 October 2016
Page 26 of 262 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Strategy and Development Team, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Jamie Dockery – Strategic Housing Officer, Housing Development Team, Garshake Road, Dumbarton, G82 3PU, tel: 01389 777366, email: Jamie.dockery@west- dunbarton.gov.uk
Appendices: 1. Draft West Dunbartonshire Local Housing Strategy 2017- 2022 2. LHS Equalities Impact Assessment
Background Papers: Scottish Government Review Feedback Report October 2016
West Dunbartonshire Local Housing Strategy 2011 -2016 November 2016
Wards Affected: All
Page 27 of 262 Page 28 of 262 APPENDIX 1
West Dunbartonshire Local Housing Strategy 2017 – 2022
More Homes, Better Homes West Dunbartonshire
Final Consultative Draft 06/10/16
1 Page 29 of 262 Contents
Foreword 3 Equality and Inclusion Strategic Environmental Assessment
1 Introduction 5
2 Strategic Policy Framework 6
3 The Consultation Process 10
4 Key Themes 13
5 Key Theme 1 : Housing Need and Demand 15
6 Key Theme 2 : Promoting Good Quality Housing 30
7 Key Theme 3: Homelessness and Housing Options 45
8 Key Theme 4 : Sustainable and Supportive 58 Communities 9 Key Theme 5 : Addressing Particular Housing 65 Needs 10 Glossary of Terms/Abbreviations 75
11 List of Key Background Papers 78
12 Local Housing Strategy Action Plan 80
2 Page 30 of 262 Foreword by Councillor David McBride Convenor of Housing and Communities
Welcome to the West Dunbartonshire Local Housing Strategy. This important document sets the vision for Housing and Housing Support services across West Dunbartonshire for the period 2017 – 2022. Good quality housing is a cornerstone of any thriving community and we in West Dunbartonshire Council aim to ensure that our communities are safe and secure, with housing that meets the needs of all our residents, including those with particular housing requirements.
Our vision is to “ To develop and maintain a partnership approach, maximizing opportunities to promote the growth of the housing sector, create opportunities to deliver joint solutions, meet housing need and provide a wide range of high quality and sustainable housing in a strong well-functioning local housing system”.
As the statutory housing authority, West Dunbartonshire Council plays the lead role in delivering on this strategy. However, the ambitious plans contained in this strategy can only be realised through partnership working with a wide range of agencies and organisations and with the support of local people in our communities. For example, the success of the new affordable housing programme detailed in our More Homes West Dunbartonshire initiative will be determined by how well we work with colleagues in the housing associations and the Scottish Government, More Homes Division.
The LHS is laid out under five keys themes covering the wide range of housing and housing support related activities. The main actions associated with each theme are listed in the Action Plan and progress on these will be monitored as we move forward.
3 Page 31 of 262 Equality and Inclusion
The development of the strategy has been underpinned by West Dunbartonshire Council’s commitment to promoting and sustaining equality and inclusion, and equality and diversity principles. In particular, the Council is committed to fulfilling the three key elements of the general equality duty as defined in the Equality Act 2010:
Eliminating discrimination, harassment and victimisation Advancing equality of opportunity between people who share a protected characteristic and persons who do not share it Fostering good relations between people who share a protected characteristic and those who do not share it.
This strategy was informed by an Equality Impact Assessment within the context of the Council’s Equalities Mainstreaming Report and its Equality Outcomes 2013 – 2017.
During the drafting of the strategy we have taken account of the Councils Equalities Outcome of Greater participation and Involvement of people from underrepresented Groups in influencing Decision Making in the Area, by consulting directly with members of the West Dunbartonshire Equality Forum, made up of community equality groups (and Public Organisations). This consultative process feed into the EIA and into the final text of the LHS.
We have also taken account of two other Council Equality Outcomes on;
Reducing Hate Incidents In West Dunbartonshire (section 8) Better Meeting The Accommodation Needs Of Gypsy/Travellers (section 9)
EIAs will be carried out on any policy developments arising from the strategy, and evidence gathered, during the creation of the LHS will be used to inform them.
The Council has embarked on work to wide and deepen its equality monitoring on housing applications, allocations and repairs, which will improve our evidence base for EIA processes and policy formulation and review.
Strategic Environmental Assessment
A Strategic Environmental Assessment (SEA) pre- screening report has been carried out in respect of this Strategy. The Council has determined that a SEA is not required in this instance. The SEA Screening Report can be found here: http://www.gov.scot/Topics/Environment/environmental-assessment/sea/SEAG
4 Page 32 of 262 1. Introduction
1.1 The Local Housing Strategy (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing and housing related opportunities and challenges over the next five year period 2017/18 – 2021/2022.
1.2 This new plan aims to build on the significant progress made on the issues identified in the previous LHS 2011 -2016 and to address newly arising housing matters.
1.3 The Scottish Government requires every local authority to draw up a Local Housing Strategy as the main strategic document on:
• Housing • Homelessness • Housing support services • Fuel poverty
Guidance was issued in August 2014 supporting local authorities in this task.
1.4 The Housing Development team of the Council’s Housing Services has led on the preparation of the LHS but has been assisted by staff from across all appropriate Council Departments and partner agencies. In particular, the development of the LHS has been taken forward in association with colleagues from the West Dunbartonshire Health and Social Care Partnership, demonstrating the vital role housing has to play in the integration of health and social care services.
1.5 The Strategy contains an action plan which outlines the projects/activities to be implemented to achieve the aims of the Local Housing Strategy for the period 2017 - 2022. The LHS will be augmented by the biennial Strategic Housing Investment Plan 2017 - 2022 (SHIP) detailing how the investment priorities will be delivered.
2. Strategic Policy Framework
2.1 Local Authorities have a statutory responsibility under the Housing (Scotland) Act 2001 to prepare a Local Housing Strategy which is supported by a comprehensive assessment of housing needs and conditions and produces strategies to address the issues identified.
2.2 The Local Housing Strategy is set within, and contributes to, a wider strategic policy framework including:
West Dunbartoshire Council’s Strategic Plan 2012 - 2017
“A prosperous West Dunbartonshire recognised as a dynamic area within a successful Scotland”
The LHS will contribute to all five of the Strategic Plan’s 5 priorities:
• Improve economic growth and employability. 5 Page 33 of 262 • Improve life chances for children and young people. • Improve care for and promote independence with older people. • Improve local housing and environmentally sustainable infrastructure. • Improve the wellbeing of communities and protect the welfare of vulnerable people.
West Dunbartonshie 2014 – 2017 Single Outcome Agreement
This is the overarching strategic framework for the Community Planning partnership. It outlines the long term vision for the area and the key priorities and outcomes. The SOA focuses on four interconnected priorities which are delivered through local multi-agency action and coordinated activity. The four priorities are:
• Employability and Economic Growth • Children and Families • Older people • Safe, Strong and Involved Communities.
West Dunbartonshire Health and Social Care Partnership Strategic Plan 2015 - 2016
This is the Integration Authority’s paper setting out their outcomes and priorities. The purpose is to plan for and ensure the delivery of high quality health and social care services to and with the communities of West Dunbartonshire.
The HSCP Partnership Board’s mission is:
“to improve the health and wellbeing of West Dunbartonshire”
The Core values are
• protection • improvement • efficiency • transparency • fairness • collaboration • respect • compassion
Local Authorities are required to provide a Housing Contribution Statement to set out the role and contribution of the local housing sector in meeting the outcomes and priorities identified within the Strategic Plan. The West Dunbartonshire Health and Social Care Partnership Board Housing Contribution Statement May 2016 provides the bridge between the Local Housing Strategy and the HSCP Strategic Plan and outlines the important part housing will play in the integration process.
Planning
The LHS sits within the planning framework of the Clydeplan Strategic Development Plan (Proposed Plan) 2016 at a regional level. Also, the West
6 Page 34 of 262 Dunbartonshire Local Development Plan (Proposed Plan) 2015 at a local level, with the latter providing the land use planning context. Strategic Development Plan Housing Estimate Outputs help inform Housing Supply Targets for both the LHS and the Local Development Plan.
West Dunbartonshire Economic Development Strategy 2015 - 2020:
The LHS has a role to play in meeting the key strategic priorities:
• Stimulating economic investment and growing the business base • Improving the skills of all of our people and supporting them into work • Creating an inclusive and prosperous place where people choose to live work and invest • Building stronger partnerships and innovative approaches to delivery
National Housing Policies
The LHS supports the delivery of the national housing policies of the Scottish Government in particular Homes Fit for the 21st Century February 2011 which sets out the Scottish Government’s vision for housing to 2020, and actions and proposals to realise that vision, and the subsequent Joint Housing Delivery Plan for Scotland June 2015 which identifies priorities to deliver on the vision.
Joint Housing Delivery Plan for Scotland
The Joint Housing Delivery Planning Group meets three times per year and is supported by a number of work-streams and sub-groups. Its purpose is to drive forward JHDP agenda in consultation with Scottish Government Ministers. West Dunbartonshire Council is an active participant in the group, contributing its own experience and learning from others in the process.
More Homes for Scotland
Under the heading of More Homes for Scotland, the Scottish Government announced its commitment of over £3 billion over the next five financial years to fund the delivery of 50,000 affordable homes. This is accompanied by increased subsidy levels and support for City Deals. In support of this ambition, the Scottish Government have made supplying more homes a national strategic “social infrastructure” priority in the 2015 Infrastructure Investment Plan. The initiative involves four central themes:
• more investment for more housing • a more effective planning system • supporting infrastructure, land • housing delivery • making available expert advice
A flexible five-year grant and loan fund has been established, starting with a £50m allocation for 2016-17, to help tackle infrastructure blockages and accelerate the delivery of the affordable housing programme. In addition, Draft Planning Delivery Advice: Housing and Infrastructure was published in February 2016 giving weight 7 Page 35 of 262 to the need to identify the infrastructure required to deliver new housing. This housing supply initiative is expected to have a most welcome positive impact on the delivery of new affordable housing during the period of this LHS.
Housing Options
The Scottish Government encourages a Housing Options approach to housing advice and homelessness prevention. WDC supports this direction and is part of the West of Scotland Housing Options Hub whose aim is to implement a common housing options approach across the region. Establishing a housing options approach is one of the key actions in the Council’s Homelessness Strategy 2013 – 2016 and the Housing and Employability Delivery Plan 2016/17.
Scottish Social Housing Charter
The Scottish Government introduced the Scottish Social Housing Charter in April 2012 detailing outcomes and the standards which Social Housing landlords are required to meet. All social landlords must submit an Annual Return on the Charter (ARC) to the Scottish Housing Regulator in May of each year. The SHR has the responsibility to assess, and report on, the performance of these landlords.
Wider Influences
This draft LHS has been completed in the days immediately following the vote to leave the European Union. The impact on the economy of this decision will not be known for some time but will undoubtedly have consequences for housing during the period of the plan.
8 Page 36 of 262 3. The Consultation Process
3.1 Local authorities have a statutory duty to involve, consult and engage with as wide a range of their residents as possible and, in particular, the Housing (Scotland) Act 2001 requires local authorities to consult on the preparation of their LHS.
3.2 A range of media was used to engage with people in drawing up this LHS. The consultation process commenced in November 2015 and concluded in October 2016.
3.4 A Citizens’ Panel survey carried out in November 2015 which had 858 respondents featured the Local Housing Strategy. The survey found the vast majority of Panel members agree the Council should give priority to the regeneration of its housing estates (96%) and to more affordable housing (91%). Fewer supported more private housing (49%, with 35% disagreeing). There was also a high level of agreement with the themes of the new Local Housing Strategy, especially Ensuring People Have Access to Affordable Housing (99% agree) and Promotion of Good Quality Housing (also 99%).
3.5 The consultation was promoted through: • Invites to all appropriate organisations on the Corporate Community Group Distribution list • The offer to speak at community organisations’ events. Where presentations were made, the consultation was cascaded to the constituent bodies.
Presentations to: • West Dunbartonshire Tenants and Residents Organisation (WDTRO), the umbrella group for our 15 registered TROs • West Dunbartonshire Equality Forum • Housing Providers Forum, the meeting which brings together the Council, RSLs operating in West Dunbartonshire and the housing investment division of the Scottish Government • Homelessness and Housing Access Forum • West Dunbartonshire Access Panel.
A range of social media outlets including the Council’s website, Twitter and Facebook. A Survey Monkey questionnaire was carried out which attracted 25 responses.
Local press, the Council’s Housing News quarterly periodical, library and other noticeboard outlets.
3.6 A summary of the consultation exercise and the responses has been drawn up and can be found on the Council’s website.
9 Page 37 of 262 4. Key Themes
4.1 This LHS has been drawn up around the following 5 key themes:
• Housing Need and Demand • Promoting Good Quality Housing • Homelessness and Housing Options • Sustainable and Supportive Communities • Addressing Particular Housing Needs
4.2 The Citizens’ Panel survey carried out in November 2015 overwhelmingly endorsed these themes; as did the results from the Survey Monkey questionnaire.
4.3 In recognition of the growing importance of the Housing Options approach to homelessness prevention, the theme previously entitled ‘Homelessness’ has been changed to ‘Homelessness and Housing Options’.
4.4 Prioritisation of Housing Regeneration Areas
The previous LHS contained a list of ten areas which were considered to be housing regeneration priorities. A number of these have been the subject of earlier regeneration masterplanning or feasibility studies.
The principal criteria used in designating the priority Housing Regeneration Areas were the Scottish Index of Multiple Deprivation (SIMD) statistics, the findings from the Council’s Asset Management assessment and analysis of the capital investment made in the area.
The November 2015 Citizens’ Panel survey demonstrated widespread support (96%) for giving high priority to regeneration of housing estates. It is proposed that the focus on regeneration will continue to be reflected in the prioritisation of housing projects brought forward by the Council and its partners.
New SIMD data published this year together with representations made during the course of the consultation exercise has helped inform a review of the priorities. The proposed Housing Regeneration Areas for the period of this LHS are:
• Bellsmyre; • Brucehill • Castlehill • Central/Radnor Park • Clydebank East/Whitecrook • Dalmuir • Drumry • Haldane • North Mountblow (Brunswick/Montreal/Quebec) • Westcliff.
While these areas were termed housing regeneration areas, the importance of linking proposals here to wider social and economic outcomes is recognised. The Strategic Housing Investment Plan gives a degree of prioritisation to projects
10 Page 38 of 262 located in these areas. Not all these areas contain prospective new housing sites but in these cases other regeneration avenues will be explored including that of major refurbishment works.
It should be stressed that investment in new affordable housing will not be confined to the regeneration areas. When deciding on the priority for any given new affordable housing proposal, a number of factors are taken into account including availability of land, type of housing being proposed, deliverability and value for money. Projects proposed for inclusion in the WD SHIP are scored against a matrix of factors and their priority assessed accordingly.
New Housing projects supported through the AHSP will recognise the importance of placemaking principles in supporting successful communities.
The Queens Quay and Dumbarton Harbour regeneration areas will offer huge potential for housing development over the period of the plan and these are also key priorities for the Council.
West Dunbartonshire Council recognises the value of the town centres which lie at the heart of our communities. The Council seeks to support the town centres in the challenges they face in remaining attractive destinations for both residents and visitors. Increasing the population of town centres through new housing and bringing empty properties back into use will be an important element in any strategy to revitalise these areas.
5. Key Theme 1: Housing Need and Demand
Key LHS Outcome: Ensuring people have access to affordable housing of all tenures which is in the right location and is suitable for their needs.
5.1 Introduction
This section looks at the projected housing need and demand and what this may mean for the development of the housing strategy for the area. The housing need and demand assessment is the principal production for defining the housing supply base for the local housing strategy and the housing land allocation for the strategic and local development plans.
5.2 Context
A Housing Needs and Supply Assessment (HNDA) was undertaken through the Clydeplan and completed in 2015 as part of the proposed Strategic Development Plan for the eight local authorities in the Housing Market Partnership area which was published for consultation in January 2016.
The Glasgow and the Clyde Valley Housing Market Partnership prepared the assessment of housing need and demand based on the 2014 Housing Need and Demand Assessment (HNDA) guidance and using the new HNDA Tool produced by the Centre for Housing Market Analysis (CHMA). Using the Tool, which was populated with national data, allowed the quick and easy testing of a range of
11 Page 39 of 262 different scenarios and assumptions. The results from the revised HNDA were confirmed as being robust and credible by the CHMA in May 2015.
It provides a shared and agreed evidence base for housing need and demand, which provide the basis for the Housing Supply Targets for both the Local Housing Strategy and the Local Development Plan. The HNDA provides estimates of the amount and likely tenure of additional housing required to meet existing and future demand.
The HNDA analyses the need for social rented housing (including Below Market Rent) at a local authority level. The demand for private sector (owner occupation and private rented) houses was considered within a framework of housing market areas which reflect the way the private market operates across administrative boundaries. Clydebank falls within the Greater Glasgow North and West sub- market area, and supply and demand is considered within this wider area, whereas Dumbarton and the Vale of Leven is considered to be a discrete housing market area.
West Dunbartonshire is unusual in that the planning function is split between the Council and the Loch Lomond and the Trossachs National Park. For practical reasons, the results from the HNDA cover the whole of West Dunbartonshire Council, although some data has been extracted for the area within the National Park.
5.2 HNDA Findings
The housing estimates produced from the 2015 HNDA are lower than those produced by the previous HNDA, essentially due to a different approach to backlog need, and the use of the most up-to-date National Records of Scotland (NRS) projections of population and households which reflect recent trends in migration and household formation rates.
The 2015 HNDA is based on the 2012-based principal population and household projections prepared by the NRS. The HNDA provides a series of Core Outputs, or key findings. For the purpose of the LHS, the key findings may be summarised as follows:
Population Estimates The HNDA shows a continuing reduction anticipated in West Dunbartonshire’s population, due primarily to net out-migration, as illustrated in Table 1 below:
Table 1 - Projected Population in West Dunbartonshire by Age Band Age 2012 2017 2022 0 - 15 years 15,913 14,943 14,953 16 - 65 60,335 58,961 56,491 Working Age Population 66 - 74 7,209 8,261 8,885 75+ 6,883 7,160 8,031 Total 90,340 89,325 88,360 Source: NRS 2012-based principal population projections
12 Page 40 of 262 Table 1 illustrates that this reduction in projected population is not equally spread across all age groups though. Whilst there is a reduction in the number of children and people of working age, there is a significant increase in the number of pensioners. This will require an emphasis on the specific needs of an ageing population, and the contribution housing can make to enabling independent living and achieving national health and wellbeing outcomes.
Household Estimates Whilst the projected population in West Dunbartonshire continues to decline, the number of households is projected to increase. This trend is reflected across both the private and social rented tenures.
Table 2 Projected Households in West Dunbartonshire 2012 2017 2022 42,106 42,529 42,869 Source: NRS 2012-based principal household projections
Other key NRS projections include:
• The total number of households in West Dunbartonshire is projected to change from 42,106 in 2012 to 42,543 in 2037, which is an increase of 1 per cent. In Scotland as a whole, the projected number of households is set to increase by 17 per cent over the same 25 year period. • In Scotland, the number of lone adult households is projected to increase by 35 per cent over the 25 year period. In West Dunbartonshire, the number of lone adult households is projected to increase by 23 per cent, and the number of larger households in West Dunbartonshire is projected to fall, with the number of households of 2 or more adults with children decreasing by 34 per cent over the 25 year period. The average household size is projected to decrease from 2.13 in 2012 to 1.93 in 2037. • In West Dunbartonshire, households headed by 60-74 year olds are projected to increase by 14 per cent, and those headed by the 75+ age group are projected to increase by 70 per cent between the years 2012 and 2037
Housing Estimates The first stage of the 2015 HNDA produced Housing Estimates, split by tenure, at local authority level. These comprise the net increase in housing numbers by tenure, taken from the CHMA Tool, plus internal estimates of existing need. Households were only assessed as being in existing need if they generate a requirement for an additional dwelling, not if the need can be addressed using in- situ housing management solutions.
Table 3 Estimates of Need in West Dunbartonshire Overcrowded Concealed Either concealed or Households Households overcrowded as a %age of total households 1,057 816 4% Source: Table 4.22 HNDA
A range of assumptions in terms of future household formation, income and house prices were considered within the Tool, before an agreed set of initial Housing
13 Page 41 of 262 Estimates were produced, reflecting the number of additional houses required by tenure.
Table 4 Initial Housing Estimates West Dunbartonshire 2012-2024 2012-2024 total Per annum Private 557 46 SR/BMR 748 63 Total 1,305 109 Source: Fig 5.4 HNDA
Over the city region as a whole, the 2015 HNDA estimates suggest more muted growth in the private sector and more significant growth in the Social Rented/Below Market Rent sector compared with the previous HNDA.
The initial estimates for the private sector required to be adjusted to reflect demand and supply across the housing market framework, by apportioning an element of mobile demand and comparing all demand with all stock. This has resulted in a significant increase in the private housing estimates, as shown below.
Table 5 Adjusted Housing Estimates West Dunbartonshire 2012-2024 2012-2024 total Per annum Private 1,229 102 SR/BMR 748 63 Total 1,977 165 Source: Fig 5.13 HNDA
Affordable Housing Quota Policy The Council has considered whether it should introduce an affordable housing quota policy whereby private developers would be required to make a contribution towards meeting affordable housing need in respect of each new housing site. However it was considered that the HNDA did not provide the evidence to support such a measure. Instead, the Local Development Plan seeks to balance the future tenure requirements by specifically identifying sites for either affordable or private housing. It is intended however that flexibility will be applied regarding these housing opportunities.
5.3 Housing Supply Targets
The Adjusted Housing Estimates are used as a starting point for the development of the Housing Supply Targets (HSTs). These are a policy view of the number of homes the authority has agreed will be delivered. The factors taken into consideration to do this were:
• Environmental factors • Social factors • Economic factors • Capacity within the construction industry • Inter-dependency between delivery of market and affordable housing • Availability of resources • Likely pace and scale of delivery based on completion rates • Recent development levels • Planned demolitions 14 Page 42 of 262 • Housing brought back into effective use.
The availability of resources, likely pace of development and recent development levels were considered the most relevant of these factors for West Dunbartonshire. Taking these into consideration, the following HSTs have been set and agreed by the Council in August 2015. For both sectors, they have increased from the adjusted housing estimates produced by the 2015 HNDA. They are considered to be both realistic and deliverable. It is assumed that the social rented housing supply target will be split equally between the housing sub-areas of Clydebank and Dumbarton/Vale of Leven. The private sector target has decreased from the previous target of 250 pa, whilst the social rented figure has increased from 70 pa to 80 pa.
Table 6 Housing Supply Targets for West Dunbartonshire 2012-2024 total Per annum Private 1,800 150 SR/BMR 960 80 Total 2,760 230 Source: Schedule 7 SDP
Factors considered when setting Housing Supply Targets
• The Capacity of the Construction Industry: The delivery of housing does not rely solely on the allocation of appropriate land in the development plan and Councils are advised to take into consideration the capacity of the building industry and the functioning of the housing market. The slow down in the construction industry is clearly evidenced by the number of “mothballed” sites and the delays to the completion of approved housing schemes. Given the low level of activity, there is no indication that there are any operative or material issues affecting the industry.
• Wider Strategic, Economic, Social and Environmental Policy Objectives: Increasing the number of new affordable houses and attracting capital investment are SOA priorities for West Dunbartonshire.
• Consultation Responses to the HNDA/MIR: There was a general recognition in the responses that the current economic climate was having an impact on the deliverability of new housing. Some respondents considered that there was a generous supply of housing land making further release unnecessary, whilst others questioned the effectiveness of the housing land supply and promoted new locations for housing development.
• Funding Availability: The availability of support funding is the key determinant of the number of new affordable housing being produced. As noted above, the changes to funding arrangements will be a major determinant of the supply of new housing.
• Consultation Responses to the Draft LHS: A number of responses were made on the Local Development Plan Housing Issues Paper. There was very strong support for the provision of more affordable housing. Indeed, the provision of more affordable housing was by quite a margin the overall top priority for Citizen’s Panel members.
15 Page 43 of 262 • Aspirations for Growth: Halting the population decline is a priority outcome for the West Dunbartonshire SOA, with the target of reducing the decline to 0% by 2015. The Council supports the Scottish Government’s goal of increasing housing supply.
5.4 Housing Land Supply In order to provide a generous supply of land for housing and deliver the HSTs, 10% has been added to the private sector HST to ensure flexibility in the housing land requirement. The LDP will make allocate a range of effective housing sites to meet the housing land requirement for both tenures.
Table 7 Housing Land Requirement West Dunbartonshire 2012-2024 2012-2024 total Per annum Private 1,980 165 SR/BMR 960 80 Total 2,940 245 Source: Schedule 7 SDP
The LDP will ensure that there is a generous supply of effective land to meet the HSTs for both tenures. These local housing supply targets will be monitored through the Council’s corporate performance management system and will be subject regular review and annual evaluation.
5.5 Housing Profile
West Dunbartonshire Stock The estimated number of dwellings in West Dunbartonshire is 44,734.
Table 8: WD Stock by Tenure Tenure Total Number % Council Housing 10,759 24% Registered Social 5,856 13% Landlords
Private Rented Sector 3050 7% Owner Occupation 25,069 56% Total 44,734 100%
As is the trend across Scotland, recent years have seen strong growth in the numbers of Private Rented Sector properties in West Dunbartonshire. The table below illustrates that the PRS numbers have more than doubled since 2008/09. This growth, together with current national discussions over improved security for private tenants, of rent controls, and on a “Common Housing Standard” across all tenures, suggests that the PRS will be an area for particular scrutiny and action over the period of the plan.
Both the Scottish Government and the Peer review of the first draft LHS highlighted the importance of having a more effective approach across all sections of the Council to better understand the conditions prevailing in the PRS and to take measures to address any issues identified. Accordingly, the LHS now contains as a key action the adopting of a holistic approach to this sector.
16 Page 44 of 262 Figure 1: Growth in PRS in West Dunbartonshire since 2008/09 PRS Numbers 3500
3000
2500
2000
1500
1000
500
0 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Some important characteristics of the West Dunbartonshire Housing stock profile include:
• West Dunbartonshire has a higher than average proportion of flats than most local authorities at 51%, with only the four Scottish cities having more (and against a Scottish average of 38%).
• It has a higher than average percentage of dwellings in the lowest 3 Council Tax bandings (A-C).
• Almost half of West Dunbartonshire Council’s own housing stock is of non-t raditional construction.
Chapter 4 of the Clydeplan HNDA, ‘Housing Stock Profile, Pressures and Management Issues’, provides more detail on the stock profile and how it compares across the region.
5.7 House Prices
House prices in West Dunbartonshire generally remain below the Scottish average, as do household incomes. Table 9 gives an indication of the West Dunbartonshire house prices by type and in comparison with the Scottish equivalents.
17 Page 45 of 262 Table 9 Residential Property Prices 2016– Average Sale Price Average Detached Semi Terrace Flat Property Price
Jan-Mar Jan-Mar Jan-Mar Jan-Mar Jan- Jan-Mar Jan-Mar Jan-Mar Jan- Jan-Mar 2015 2016 2015 2016 Mar 2016 2015 2016 Mar 2016 2015 2015 WD 118,737 100,469 245,163 224,839 136,953 107,990 109,746 93,166 70,842 62,627 Scot 173,731 159,198 267,375 236,249 164,032 150,051 141,298 126,434 132,606 122,801 Source Registers of Scotland
Over the same period, in West Dunbartonshire the volume of house sales increased by 8.3%, though this compares with a Scottish increase of 18.2%.
5.8 Annual Earnings and Affordability
The HNDA data reveals that incomes in Scotland have been declining since 2008, for those in the lowest 60% of earners, the corollary being that only those earners in the top 40% and above have seen incomes rise in the last 5 years. While house prices in West Dunbartonshire are among the lowest in Scotland, this is also true of average earnings, with those in West Dunbartonshire among the lowest in the country.
Trend based analysis in the Clydeplan HNDA using data at the local authority geography reveals that although house prices have been reducing, especially lower quartile prices. As incomes have also been reducing, relative affordability of housing worsened from 2008 to 2011 with a slight improvement between 2011 and 2012. In addition the ratios of income to price for cheaper housing are higher than for average income to price, indicating a general issue with the affordability of cheaper housing for those on lower incomes.
Generally across the HNDA area, social rents are considered to be affordable. The report finds that WD Council rents are one of the lowest in the Strathclyde conurbation and that the RSL rents here are indeed the lowest. Both RSL and LA average rents are significantly more affordable than those in the Private Rented Sector.
18 Page 46 of 262 Average Household Income 2012/14 £30,000
£25,000
£20,000 £25,300
£15,000 £21,400
£10,000
£5,000
£0 WDC Scotland Figure 2 WDC/Scotland Income Comparisons
The number of people who were in employment in West Dunbartonshire to April 2015 was 39,000 representing 66% of the working age population. This is a drop on last year’s figures and is 6.9% below the Scottish average. These figures reflect the impact of the recession on the local economy with the reduction in job numbers especially affecting the Manufacturing and Construction Sectors.
Across Scotland, first time buyers continue to face a substantial deposit barrier, estimated to be in the region of £20,000 or 64% of their annual income.
The Council commissioned research in 2014 on housing affordability at a local level. The consultants employed a model to help assess the affordability of a range of housing tenures relative to the value of local incomes. Affordability was tested based on assumptions that households would spend 25% - 30% of their annual income on their housing costs. Key findings were:
• On average market rents are 65% above WDC rents • There is only a marginal difference between WDC Local Housing Allowance and market rents. • Comparing the main settlement areas in West Dunbartonshire, house prices are highest in Dumbarton whilst Clydebank has the largest proportion of low income households • At a 30% affordability ratio, and depending on the size of the properties, 22 -31% of households would struggle to afford Council /RSL rents without subsidy while 33-63% cannot afford market rents • Market sale is the least affordable tenure option, with just under 50% unable to afford a house at the lower end of the market • Mid-Market rent would only slightly improve affordability when compared to market rents (on average by about 4%). • It is considered that there would be value in carrying out an update of the Affordability Study in view of the changing economic position.
19 Page 47 of 262 5.9 More Homes West Dunbartonshire
West Dunbartonshire Council welcomes the Scottish Government’s ‘More Homes for Scotland’ initiative designed to provide 50,000 new affordable homes over the next 5 years and recognises the important role Council new build programmes can make to achieve this target.
To maximise the benefit to West Dunbartonshire from this scheme, we will be working with our development partners to take forward opportunities under the banner “More Homes Better Homes West Dunbartonshire.” Together we aim to provide a broad range of high quality, affordable homes in safe and attractive neighbourhoods that meet the needs of our residents.
West Dunbartonshire Council, as strategic housing authority, has the statutory lead role in setting out the investment priorities for the delivery of affordable housing supported within the Scottish Government’s Affordable Housing Supply programme (AHSP). The Council has worked its partners to prepare its 2 yearly Strategic Housing Investment Plan 2017/2022 (SHIP) due for publication in November 2016. The SHIP will detail how we plan to make best use of support funding from the Affordable Housing Supply Programme. All houses provided through this programme will be built to” Housing for Varying Needs” (HfVN) and “Secured by Design” standards. In addition, all projects receiving grant support will need to meet the requirements of the recently introduced West Dunbartonshire Design Standard (see 6.5 below).
In 2013, following successful applications to the Scottish Government’s Innovation and Investment Fund, WDC developed the first new Council homes in the area in 25 years. To date the Council’s New Build Housing programme has invested £8million in providing 121 houses for social rented homes across four sites. This programme has also attracted a further £5million grant funding from the Scottish Government. An additional site in Clydebank will provide 40 more homes during 2018. During the same period, our housing association partners have delivered 120 new homes with a further 86 due to be completed during 2016/17.
In the period 2016/17 – 2019/20 it is planned to deliver around 1,000 new Council and RSL homes across West Dunbartonshire.
Three exciting housing developments were recently announced which together will bring almost 300 new affordable homes to West Dunbartonshire in the coming years. The former St Andrews’s High School in Clydebank will deliver around 100 new homes which will be a mixture of Council and Housing Association properties. Clydebank Housing Association has acquired the site of the old La Scala cinema in to provide 44 new rented properties. In Dumbarton, Dunbritton HA has agreed a deal to develop 108 social rented homes at Dumbarton Harbour. All these projects will receive funding support from the AHSP.
The Council has an ambition to continue to provide new council housing and currently estimates that between 30 and 40 new homes per year can be delivered through this programme. This figure will be augmented by at least an equal number of housing association properties to achieve or exceed the affordable Housing Supply Target of 80 per year. The HRA Business Plan will be kept under review to continually assess the capacity to increase the Council provision and we
20 Page 48 of 262 will explore every option with our partners to maximise the delivery of new affordable housing to help meet the More Homes Target. In particular, the Council wishes to increase its new house building programme and is exploring every avenue to see how this may be achieved. Other means to increase the supply of housing stock, such as building on the use of buybacks of previous right to buy properties will be considered as part of the More Homes West Dunbartonshire initiative. The Council is in discussion with the Scottish Government over accessing AHSP support funding to extend the scope of the buyback programme for both the Council and the RSL sector with a view to adopting a more strategic approach.
5.10 Strategic Housing Partnership
West Dunbartonshire Council and The Wheatley Group have entered into a memorandum of understanding over joint strategic ambitions to deliver an affordable housing programme. The strategic housing partnership has the following main objectives:
• to assist in the delivery of the Council’s strategic housing objectives; • to facilitate the delivery of a minimum 10 year housing development programme; • to support the Council’s regeneration activities; • to ensure that Resource Planning Assumptions (RPAs) are fully maximised to meet affordable housing supply targets; and • to assist in the delivery of new build housing for social rent in areas identified through the Strategic Housing Investment Plan to address housing need.
The Council continues to welcome ideas to assist in the delivery new affordable housing in West Dunbartonshire.
Key Actions
• Maximise the delivery of new affordable housing in West Dunbartonshire including increasing the Council New Build Programme • Meet the annual Housing Supply Target of delivering 80 new Social Rented homes • Meet the annual Housing Supply Target of delivering 150 new Private Sector homes • Ensure a generous supply of suitable housing sites • Deliver on the Council’s main strategic housing regeneration priorities at Dumbarton Harbour and Queens’ Quay • Make best use of resources including the Scottish Government’s new Infrastructure Fund to help meet the More Homes Scotland targets • Carry out an update of the 2014 Affordability Review.
21 Page 49 of 262 6. Key Theme 2: Promoting Good Quality Housing
Key LHS Outcome: All residents live in good quality housing regardless of tenure
6.1 Introduction
Improving the quality of housing has been a constant focus of consecutive Scottish Governments’ housing policy. Promoting good quality housing not only improves the health and well-being of residents but it is also a crucial factor in meeting the objectives of a number of other main LHS themes such as creating sustainable and supportive communities and housing need and demand.
This section demonstrates how we are currently promoting good quality housing in West Dunbartonshire and plan to improve on this in the future within the context of the Scottish Government’s carbon emissions obligations under the Climate Change Scotland (2009) Act.
Climate Change and Domestic Sector Emissions
The Climate Change Scotland (2009) Act sets an overall target of at least an 80% reduction of CO2e emissions below 1990 levels. The interim target is 42% reduction by 2020. Annual targets are also set in batches.
According to Dept of Energy and Climate Change (DECC) data, the domestic sector accounts for approximately 38% of the emissions in WDC. Therefore a reduction in gas and electricity consumed in the housing stock will have a positive effect in reducing emissions in the area. This can be done through increasing the energy efficiency of the building fabric as well as teaching residents how to save energy.
It should also be noted that as part of the Climate Change Scotland Act, we as a local authority have a duty to, in exercising our functions, act:
a) in the way best calculated to contribute to the delivery of the targets set in or under Part 1 of this Act; b) in the way best calculated to help deliver any programme laid before the Scottish Parliament under section 53; c) in a way that it considers is most sustainable.
In doing so, public bodies must have regard to this guidance.
The duties require public bodies to contribute to climate change mitigation and to climate change adaptation, and to act sustainably. Mitigation can be defined as the implementation of policies and actions to reduce greenhouse gas emissions or, where possible, enhance carbon storage. Adaptation can be defined as the adjustment in economic, social or natural systems in response to actual or expected climatic change, to limit harmful consequences and exploit beneficial opportunities. Sustainable development can be defined as development that aims to allow everyone to satisfy their basic needs and enjoy a better quality of life without compromising the quality of life of future generations.
This section of the LHS outlines a number of areas where Housing can make a 22 Page 50 of 262 contribution to addressing climate change and environmental sustainability issues.
6.2 Scottish Housing Quality Standard (SHQS)
The Scottish Government introduced a target for all social rented housing to be brought up to the Scottish Housing Quality Standard by 2015. The SHQS required that all houses should be:
• Compliant with the Tolerable Standard; • Free from Serious Disrepair; • Energy Efficient; • Provided with Modern Facilities and Services; and • Healthy, Safe and Secure
6.3 Current SHQS Performance
In March 2015, we achieved our objective of compliance with the Scottish Housing Quality Standard (SHQS). 87.9% of WDC social housing stock fully met the standard and 12.1% were exempt or in abeyance. Overall, the social housing providers in West Dunbartonshire have achieved an average compliance rate of 93.7%.
% of homes meeting SHQS
100.0%100.0%100.0%100.0% 100.0% 96.0% 95.7% 95.2% 95.0% 93.7% 90.0% 87.9% 85.6% 84.2% 85.0% 80.0% 75.0% 70.0%
Figure 3: SHQS Compliance at 31/03/15
Exemptions
With respect to SHQS exemptions, our current identified list is those properties approved as surplus and scheduled for demolition. In recent years we have demolished 581 surplus properties and a further 474 are planned for demolition by 2020/21. A large proportion of these properties are vacant and the remaining tenanted properties are in active engagement with housing officers to agree suitable re-location transfers to alternative housing areas. This is anticipated to take up 2-3 years to complete and there is a committed approved budget to fund the home loss, disturbance and re-location costs.
23 Page 51 of 262 Abeyances
Our current abeyance list is 864 as reported at 31 Mar 2016. The main 4 elements contributing to this are;
1. Secure door entry systems to common closes 2. Adequate loft insulation 3. Full/efficient central heating 4. Safe paths
1 and 4 are in the main affected by owners refusal to agree to this element being installed and the costs associated with this. 2 and 3 are in the main affected by tenants’ refusal to agree to provide access or clear the loft space and refusal to agree to the installation of a gas supply.
Our practice is to write to all tenants or owners, where involved and explain the importance and priority of completing this work for compliance with SHQS. We repeat this process a further two times, should we receive a written or verbal reply maintaining refusal, we record this whilst taking the opportunity to explain the importance of completing this work and establish if there is any assistance we can offer to encourage agreement for this to be done for example:
• Help with loft clearances for insulation and explain the benefits of energy efficiencies • Explain the benefits of central heating, better controls and the energy efficiencies of fuel switching to gas. Alley any fears with gas installation • Explain the benefits of secure entry systems and controlling access • Explain the benefits of renewal of paths, reducing trip hazards/safety concerns or uneven surfaces (if owner maintains refusal then the necessary repairs are referred to reactive repairs team).
If there is no response after the written correspondence, we seek to contact by telephone to provide the same information and thereafter plan doorstep visits in an effort to make contact and encourage agreement to allow completion of this work. This process will continue and repeat in 2-3 years for those that maintain refusal. Should the tenant move on, we complete any element in abeyance through the void/re-let process.
Our first year of this approach has seen approx. 120 residents agree to have the element of works completed. We will continue to target this and seek alternative ways to gain agreements for leading to reductions and learn from other Local Authorities with success in this area.
6.4 WDC Housing Asset Management Strategy and the Housing Capital Programme
West Dunbartonshire Council has adopted a strategic, evidence based approach to managing its Housing Revenue Account assets, in particular its housing stock.
Using a sophisticated asset management database, the Council assesses the performance of its stock on a yearly basis. This assessment allows the Council to
24 Page 52 of 262 establish which properties are performing well across a number of indicators that look at demand, current costs and future costs.
This method has provided the Council with a robust information and evidence that informs strategic plans including the demolition programme, the Councils new build programme and the HRA Capital Programme.
The outcomes of the assessment including plans that stem from them are reported on an annual basis to the Housing and Communities Committee.
West Dunbartonshire Council’s ongoing social housing investment strategy is to prioritise the work required to maintain compliance with SHQS and focus appropriate energy improvement measures to those homes that do not meet the required Energy Efficiency rating in order to comply with EESSH. Using the information from the stock condition survey and the recommendations for lifecycle renewal of building elements, appropriate programmes of component renewals are planned to renew and replace elements before they fall below the required standard thus ensuring ongoing compliance. In addition the investment plan prioritises work to meet landlord obligations, health and safety and the Council’s new house build programme.
The HRA Housing Capital Programme is refreshed annually and approves a five year resource to fund the overall programme, which is worked through the 30 year HRA Business Model.
6.5 West Dunbartonshire Design Standard
The Council introduced a pioneering new higher standard for new Council and Housing Association houses being built in West Dunbartonshire.
Approved by West Dunbartonshire Council’s Housing and Communities Committee on 4th November2015, the ‘West Dunbartonshire Design Standard’ applies to all new build projects supported by the Scottish Government’s Affordable Housing Supply Programme. The policy will improve energy efficiency and also encourage higher standards in external layouts and increase space standards for halls and passages.
The West Dunbartonshire Design Standard requires these new houses to meet a higher standard than the statutory requirements. In particular, energy efficiency elements are improved under the new guideline. New homes constructed under this scheme will achieve an Energy Efficiency Rating of B, and an Environmental Impact Rating of B, where the average rating for a home in Scotland is D. This will not only be good for the environment in terms of Carbon dioxide emissions, it will mean significant energy cost savings for tenants. It is estimated that the energy bills will be less than half those of typical properties elsewhere.
In addition to the energy efficiency improvements, the measure encourages higher standards in kitchen and bathroom design, accessibility, external layouts and in space standard for halls and passageways.
25 Page 53 of 262 It is proposed that the Design Standard be under continuous review to ensure that best practice and new ideas are incorporated, for example in the area of digital inclusion and by including wet showers as standard in all ground floor properties.
6.6 Fuel Poverty
The key contributors to fuel poverty are household income, fuel costs and the energy efficiency of the home. One of the contributors that we can impact on is the energy efficiency of the home. However despite major levels of investment in our social housing in recent years and those private properties in common, the Scottish House Condition Survey 2011-2014 estimates that there were 29% of households living in fuel poverty and 6% of households living in extreme fuel poverty in West Dunbartonshire (2014). It is estimated that 35% (FP) and 10% (ExFP) of households in Scotland are living in fuel poverty (2014).
Figure 4: Percentage of Houses in Fuel Poverty 50
40
30 5 6 3 Extreme Fuel Poor 20 4 30 29 Fuel Poor 10 18 21 0 2011 2012 2013 2014 West Dunbartonshire
50
40 10
30 10 8 7 20 Extreme Fuel Poor 35 Fuel Poor 26 10 22 20
0 2011 2012 2013 2014 Scotland
6.7 Private Sector Stock:
A Private Sector Stock Condition Survey was completed by the Council in 2011. While this survey contained much detailed information on the Private Sector, it is now outdated. However, it is considered likely that the key issue for PS stock in West Dunbartonshire will continue to be energy efficiency (see table below).
26 Page 54 of 262 Table10 Private Sector Stock: Compliance with SHQS Total Number % Tolerable Standard 27,975 98.5% Repair 28,172 99.2% Amenities 25,421 89.5% Energy Efficiency 3,699 13.9% Health/Safe/Security 20,613 72.6% Total Stock Meeting SHQS 3378 11.9% Source: Private Sector House Condition Survey, David Adamson & Partners, January 2011
Although there is still no requirement for private sector stock to meet the SHQS, the direction of travel from the Scottish Government appears to be towards a common housing standard across all tenures.
Below Tolerable Standard
Statistics from the Scottish House Condition Survey 2012-14 considers that 1% of owner occupied stock in West Dunbartonshire to be Below the Tolerable Standard. The Private Sector Housing Team and Environmental Health Officers work together to reduce and prevent BTS housing through a combination of information, advice and in some cases financial assistance. Enforcement action may also be taken as a last resort.
Scheme of Assistance
The Council’s Private Housing Advice section will generally be the first point of contact for most homeowners who require information or advice regarding the repair, maintenance or improvement of their homes.
However Lomond & Clyde Care & Repair Service can also offer impartial advice and practical assistance to homeowners on improving, repairing and maintaining their property regardless of their age or disability.
Home Improvements & Repairs
West Dunbartonshire Council will provide information and advice that will assist the homeowner in arranging home improvements or repairs by:
• advice on how to carry out repairs and maintenance • site visits to assist in identifying works that are required • choosing a contractor and signposting to other services to provide other specific advice, e.g. Citizens Advice Service, Money Made Clear etc.
Over the last five years the council’s Scheme of Assistance has provided financial assistance and support to owners of just over £3.2m to help them install assessed need adaptations, improve the condition of their homes via approved general repairs or participation in HRA capital programme improvements, address substandard and BTS issues.
27 Page 55 of 262 The Scheme of Assistance is to help Home Owners take responsibility for their own properties and for Councils to make the most effective use of the limited public funding directed towards home repairs.
The aim of the Scheme of Assistance:
• Encourage Home Owners to recognise they have the responsibility for maintaining their own homes. • Provide a fair and sustainable approach to providing assistance to help Home Owners repair and adapt their homes. • Effectively address disrepair in private housing. • Maximise the impact of public resources by levering in Owners contributions and assist a far greater number than was possible under the council's previous grants focused approach. • Assist older and disabled residents in private properties to live independently in their home for as long they choose to do so.
The Council plans to reappraise how existing powers can be most effectively used to ensure that necessary works are carried out in mixed tenure properties. In particular it is considered that the Housing (Scotland) Act 2014 offers opportunities in this respect.
The Council’s Private Sector website page provides signposts for private owners including to details of the Scheme of Assistance and Owner Engagement Charter: http://www.west-dunbarton.gov.uk/housing/private-housing/
The Council’s Working4U service offers support with benefits and money/debt issues to all residents of West Dunbartonshire. This includes advice on energy related issues: http://intranet.west-dunbarton.gov.uk/regeneration/housing- employability/working-4-u/money/
Under One Roof
West Dunbartonshire Council has contributed to the setting up of the ‘Under One Roof’ on-line resource for owners of common property which was launched in September 2016. This website is for owners of all types and ages of shared residential properties and their advisers. It will help owners of: traditional stone tenements, newly built apartment blocks, ex local authority tenements, four-in-a- blocks and converted houses. Advisers who will also benefit are property managers in all sectors, architects, surveyors, community organisations and advice workers.
Invaluable advice is provided in over 100 articles on flat owners’ legal responsibilities towards their co-owners and over 70 technical information articles that enable owners to identify repair problems and understand quotations from builders.
It is envisaged that this website will be a valuable resource playing a huge part in helping to prevent properties falling into disrepair and leading to better maintained homes in the future.
28 Page 56 of 262 District Heating
The Council, in conjunction with the Scottish Government via the Low Carbon Infrastructure Transition Programme (LCITP) has a joint funded District Heating feasibility study underway for all of our 19 multi-storey flat blocks to survey assess and recommend an appropriate strategic approach to developing DH schemes in these properties for the purposes of alternative heating options, lowering fuel costs to tenants and owners, more efficient heating and contributing to lower carbon consumption, impacting on fuel poverty and the effects of climate change.
The six areas for study are:
1. 3 MSF’S West Bridgend 2. MSF’S Dalmuir 3. 1 MSF Mountblow House 4. 3 MSF’S Littleholm Dalmuir 5. 1 MSF Kilbowie Court 6. MSF’S Drumry
In each area a feasibility study will show:
• Suitable locations within the area for an Energy Centre which will incorporate a Combined Heat and Power (CHP) boiler engine • This will include an option appraisal for renewables where applicable • The study will outline all costs associated with the energy centre and plant services • A methodology will be presented for linking the energy centre to the individual properties within the towers, Including interface and metering • A full life cycle analysis for each project identifying capital, operating and maintenance expenditures, and annual revenues gained by the heat supplied from WDC • Complete project information sheet and all associated drawings • Cost and carbon saving reports • Risk analysis report
The study and outcome is scheduled to be completed by the end of August 2016. Once we have received the necessary feasibility study information on all 6 areas then we should be in a better position to consider a financial business case/value for money review and thereafter develop any necessary report to Council to consider the installation of any district heating system(s) in the areas above.
6.10 Empty Homes Strategy
New supply is not the only way to increase the supply of affordable housing. Increasingly, Councils are taking steps improve the provision of affordable housing
Scotland currently has over 27,000 long term empty homes in the private sector - long term empties are classed as any property that has been empty for 6 months or more. West Dunbartonshire currently has over 400 properties recorded as being in this category. This pool of vacant houses is seen as a potentially valuable resource in addressing housing supply and homelessness issues.
29 Page 57 of 262 Addressing the issue of empty homes can:
• Increase housing availability • Reduce the need for infrastructure development for new homes • Improve community pride, wellbeing and sustainability • Contribute to the regeneration of our town centres by encouraging more people to live there • Reduce anti-social behaviour and allow other residents to feel safe in their neighbourhood • Provide a source of income for property owners.
Since August 2012 the Council has employed an Empty Homes Officer as a as a joint post with Renfrewshire Council. The EHO works closely with other Council services particularly Environmental Health and Council Tax to help bring empty properties back into use.
An Empty Homes Strategy has been published which aims to point out how the issues of empty private sector properties can be tackled and provides a sound base from which to build empty homes work upon.
Table 11 Empty Homes Progress Empty Homes Project West Dunbartonshire Council Properties brought back 2015/16 - 56 into use through direct engagement Work in progress to bring 46 properties back into use Work in progress longer 13 term
The Empty Homes Officer uses an approach to engaging with owners that involves:
• Advice and Information • Financial and Practical Assistance
The process of making contact with the owner and the end result of getting the property back into use with empty homes work can be a long process due to problems getting owners to engage and then getting them to address the problems associated with their property. Some properties can come back into use from letters received from the EHO but without direct contact having been made.
On the 1 April 2013 the Local Government Finance (Unoccupied properties etc) (Scotland) Act 2012 became active, allowing Local Authorities to charge increased Council Tax on certain homes that have been empty over a year. On 6 February 2014 WDC approved these changes and began charging the increased rate on 1 April 2014. The Council retains some discretion in the application of these additional charges and the EHO works with owners in bringing these properties back into use. Money raised from this increase goes to the Council’s General Fund. In 2014/15, a net benefit of £123,465 was generated.
30 Page 58 of 262 While the increased Council Tax arrangement is a useful incentive, it is considered that there is scope for more frequent use of enforcement measures and Compulsory Purchase Orders. However the Council is reluctant to carry out works notices due to concerns over recouping the money. The Council are also wary of going down the route of CPO to get a property back into use as this is very long and costly process which can leave the Council open to criticism. A housing reuse power would be welcomed by the Council however which could give Local Authorities a more specialised tool with which to target empty homes where all avenues of advice and assistance have been exhausted.
High numbers of empty properties can lead to deterioration in the quality and appearance of neighbourhoods and result in higher incidences of crime and anti- social behaviour in surrounding areas. There is a greater pressure on Council services to respond to these problems and having the power to act against these properties would give empty homes work a full set of tools with which to tackle these problems.
Financial assistance is available to Empty Homes owners in the form of the Empty Homes Loan Fund. The Council has £150,000 pot of money from the Scottish Government to enable them to offer loans of up to £15,000 to owners of properties that have been empty for over 6 months and currently do not meet the repairing standard. Once renovated to an acceptable standard, properties will be used as affordable housing for a minimum of 5 years. Rental income will run at approximately 10% below current Local Housing Allowance (LHA) rates. This income will be used initially to pay off loans then subsequently as income to the landlord.
Key Actions • Continue to ensure that the Council’s housing is fit for purpose and protected for the future by directing large scale longer term investment via the HRA Capital Programme.
• Ensure the Council’s housing maintains compliance with the Scottish Housing Quality Standard (SHQS) and reduce the number of abeyances.
• Ensure the Council’s housing complies with the Energy Efficiency Standard for Social Housing (EESSH) by Dec 2020
• Contribute to the Scottish Government and Council’s vision for lower carbon consumption, reducing the impacts of climate change and fuel poverty by improving the energy efficiency of homes and enhanced new build standards
• Continue to target available funding to improve the energy efficiency of private sector housing supported by Home Energy Efficiency Projects Scotland - Area Based Schemes (incorporates privately owned ex-council or ex-housing association homes) • Continue to target available funding to improve the energy efficiency of council homes via the HRA Capital Programme incorporating external funding where available
• Continue to provide the home energy advice and information service
31 Page 59 of 262 • Adopt a holistic approach to addressing issues and improving standards in the Private Rented Sector
• Continue to engage with owners in mixed tenure blocks at an early stage to increase participation in improvement programmes and promote support via grant funding or payback schemes
• Expand the Empty Homes Strategy including in helping in Town Centre Regeneration programmes
• Review and update the Council’s Housing Asset Management Strategy
7. Key Theme 3: Homelessness and Housing Options
Key LHS Outcome: Homelessness is minimised through prevention and early intervention measures.
7.1 Background
Homelessness and homeless people’s rights have come a long way since the 1977 Homelessness Persons Act. The emphasis has turned from helping just families and single people deemed vulnerable, to helping all people who are homeless. The phasing out of priority need, and the introduction of the support duty has given anyone who is homeless the right to support and accommodation.
The experience of homelessness significantly impacts on an individual’s life in a magnitude of different ways. People who have been homeless are more likely to experience mental illness, addiction issues and legal /debt problems. They are more likely to have limited training and employment opportunities. And they have greater potential for becoming homeless again in the future.
The statutory responsibility for homelessness lies with local authorities who have a duty to provide a strategy for dealing with homelessness. Homelessness strategies are now incorporated within the Local Housing Strategy. However some local authorities will still have their own Homelessness Strategy to ensure a full action plan is implemented. West Dunbartonshire is one of these local authorities who still provide a separate homelessness strategy. West Dunbartonshire: Homelessness Strategy 2013 – 2016 is the third homeless strategy to be published. Work on a fourth is currently underway.
The strategic aims for the current homeless strategy are based around four main themes and build on the success of the previous Homelessness Strategies. The strategic aims are
• To Prevent Homelessness occurring in West Dunbartonshire • Improved access to support services and increased tenancy sustainment • To improve the range of Housing Options available in West Dunbartonshire and ensure a sustainable housing solution • To ensure a commitment to continue to develop and improve services to tackling homelessness through a partnership approach.
32 Page 60 of 262 The delivery of Housing Options is a Scottish Government policy objective and is included in the Housing Regulator’s Scottish Social Housing Charter. For the Council it is a service priority, which we have committed to in a number of housing, homelessness and related strategies and action plans.
The Council has a statutory requirement to provide quarterly statistics (PREVENT 1) to the Scottish Government which are used to monitor the development and impact of the Housing Options approach across Scotland.
More on Housing Options below (see 7.8).
Since 2013, the Council and our strategic partners have achieved the following:-
• An 18% reduction in homeless presentations since 2012/2013 • There has also been a reduction in the number of presentations from young people throughout West Dunbartonshire; • The development of a Homelessness Strategy 2013-2016 and an action plan; • The introduction of a Common Approach to Tenancy Sustainment between West Dunbartonshire council and the local RSLs; • The council opened its first support accommodation project Ashton View. Ashton View was opened to accommodate the increased numbers of homeless households with support needs; • The council has worked closely with Alternatives to open up the Safe as Houses project. This project is designed to help people with a substance misuse problem develop news skills and develop a healthy lifestyle before returning to independent living; • Introduction of subletting houses of tenants who are in prison. This prevents homelessness upon liberation ; • Increased use of the private rented sector with the introduction of WDC Home Finder. This is a website where landlords can advertise their vacant properties to let for free; • West Dunbartonshire Council has had no breaches of unsuitable accommodation order; • Continued joint working through the West of Scotland Housing Options Hub. The hub is in the process of developing a training toolkit. Most councils in Scotland have since signed up to be part of it; • The development of a short film discussing the homelessness journey of a number of people who have been homeless in West Dunbartonshire; • Introduction of the Mortgage to Rent Scheme
7.2 The scale of homelessness in West Dunbartonshire
Homelessness in Scotland has continued to fall since the last LHS in 2012. West Dunbartonshire has mirrored this. In 2011/12 there were 1545 homelessness applications taken. This has slowly reduced to 1122 in 2015/16. The figures used in this chapter have been taken from the Scottish Government HL1 statistics.
In addition to the reduction in homelessness applications west Dunbartonshire Council has seen a reduction in number of homelessness assessments that are taken. This has reduced from 1570 in 2011/12 to 1101 in 2015/16. 33 Page 61 of 262 The reduction in homelessness applications and assessments is in line with the council’s homelessness prevention agenda.
Table 12: WDC homeless applications and assessments since 2011/12 Year 2011/12 2012/13 2013/14 2014/15 2015/16 Homeless 1545 1364 1365 1249 1122 applications Homeless 1570 1347 1342 1297 1101 assessments Source: Scottish Government - West Dunbartonshire HL1 figures
7.3 Who is homeless in West Dunbartonshire?
Household Type, Age and Gender
Analysis of who presents to the council as homeless is looked annually by the council to determine any patterns of change and course of action to be taken. 75% of households who presented to West Dunbartonshire council in 2015/16 were single people. A fifth of the households had children in them, most of who were single parents. When looking at all applications in 2015/16 just over half (56%) of the main applicants were male. However when you look more closely at the households type you can see that there are clear differences. Two thirds of the single person households were male, whereas 93% of the single parent households were female. This is a similar pattern to previous years.
Table 13: Household type of homeless applications 2015/16 Households Type number % Households with children 43 4% Households without children 62 6% Single parent families 175 16% Single persons 846 75% Total 1126 100% Source: AVD Computing System
Over a third of people who presented to West Dunbartonshire as homeless were aged between 16 and 25. From the table below it can be seen that the number of young people aged 16 to 17 has decreased from 82 to 55 since 2011/12. The decrease is more significant for young people aged 18 to 25 in the same timescale.
The number of young people who present as homeless in West Dunbartonshire is a concern for the council, and one which the council is working to address. Although overall the number of males and females aged 16 – 25 is split evenly, on closure inspection over 70% of 16 and 17 year olds who presented were female.
34 Page 62 of 262 Table 14: Age of applicants between 2011/12 and 2015/16 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Age Number % Number % Number % Number % Number % 16 - 17 82 5% 59 4% 57 4% 55 4% 55 5% 18 - 25 500 32% 474 35% 422 31% 372 30% 326 29% 26 - 59 911 59% 790 58% 840 62% 768 61% 702 63% 60+ 52 3% 41 3% 46 3% 54 4% 39 3% All 1545 100% 1364 100% 1365 100% 1249 100% 1122 100% Source: Scottish Government - West Dunbartonshire HL1 figures
7.4 Homeless Assessments
When someone presents as homeless they are assessed under the Homelessness (Scotland) Act 1987. Over the years there have been amendments to the 2003 act. Since 2012 applicants are no longer subject to the priority need assessment making it more fair and accessible to everyone. In 2015/16 1101 households underwent a homeless assessment. Of these households 81% were assessed as homeless or potentially homeless. 10% withdrew their application and 6% resolved their application. Only 1% was assessed as not homeless. There has been a reduction in the number of people assessed as not homeless and an increase in the percentage of households assessed as homeless. One reason for this is the prevention work that the caseworkers undertake to avoid a household becoming homeless. The number of cases lost prior to assessment has increased from 8 to 19 since 2010/11. As a snapshot to assess the scale of homelessness in West Dunbartonshire as of 31st March 2016 there were 487 homeless households, including 113 dependent children.
Table 15: Homeless assessment decisions 2015/16 Assessment Decision Number % Homeless/ Potentially homeless 888 81% Not homeless 14 1% Withdrew application 112 10% resolved homelessness 66 6% lost contact before assessment 19 2% Other 2 0% Total 1101 100% Source: Scottish Government - West Dunbartonshire HL1 figures
7.5 Why do people become homeless?
There are many reasons why people become homelessness. A third of households assessed as homeless in 2015/16 in West Dunbartonshire were asked to leave their home. This resulted in the homelessness presentation. At a closer look it can be seen that 51% of those who stated their homelessness reason as being asked to leave were aged 16 – 24. Over half (61%) of these young people were male.
35 Page 63 of 262 Just over a third of households stated their reason for homelessness as being a dispute within the household. Just over half of these were violent or abusive, 85% of these households were female.
7.6 Housing Outcomes
Almost half of all homeless applications resulted in a tenancy with either West Dunbartonshire council or a housing association. There were a high number (16%) of cases where the contact with the applicant was lost before duty was discharged but an assessment was carried out. 45% of the lost contact cases were people aged 16 to 24.
Table 16: Housing Outcomes Housing Outcome Number % Scottish Secure Tenancy 511 48% Private Rented Tenancy 28 3% Hostel 0 0% Bed & Breakfast 0 0% Returned to previous/ friends/ vol org. 83 8% Women’s Refuge 1 0% Residential care/nursing home/shared supported 1 0% Other - Known 37 3% Other - Not Known 20 2% No duty owed to applicant 213 20% Contact lost before duty discharge 164 16% All 1058 100% Source: Scottish Government - West Dunbartonshire HL1 figures
7.7 Support Needs
Since June 2013 all local authorities must carry out a housing support assessment on all unintentionally homeless households who require it. They must also ensure that support is offered to that household. IN 2015/16 54% of unintentionally homeless households had a support assessment carried out. Just over a quarter had support provided to them under the housing support regulations.
West Dunbartonshire provides an in-house housing support service to any household who require it. When a household presents as homeless they will be asked questions relating to support needs during their homeless assessment. The case workers have a check-list. Depending on what that household scores they may be referred to our Ashton View project. The staff at this project are trained support workers and will carry out a full housing support assessment.
36 Page 64 of 262 Table 17: Homelessness Assessments by Support Needs Assessed Young person 16- All as 24 (assessed as assessed homeless % homeless) % Mental health 234 204 25% 33 16% Learning Disability 37 34 4% 17 8% Physical disability 65 60 7% 9 4% Medical condition 173 157 19% 27 13% Addiction 147 129 16% 15 7% Basic Housing management skills 280 244 29% 107 51% Total 936 828 100% 208 100% Source: West Dunbartonshire HL1 AVD system
From table 6 it can be seen 51% of young people had a support requirement for housing management skills. This figure is in line with previous years. A quarter of households assessed as homeless had a mental health support need and 16% had an addiction related support need.
7.8 Key priorities for the future
Temporary and Supported Accommodation
West Dunbartonshire Council has developed a Temporary Accommodation Modelling tool that is used on a regular basis to look at the stock of temporary and supported accommodation against who is homeless in the area. The model takes into account the type of households who are homeless, ages of applicants, gender, support needs, etc. The model is due to be updated this year to include a more in-depth look at future provision in light of welfare reform. This model will ensure we have the right type and supply of temporary and supported accommodation. The outcome from the model will also influence the forthcoming Homelessness Strategy.
At present, West Dunbartonshire Council currently has over 200 temporary furnished flats managed by Council homelessness officers.
In addition, the Council has their own supported accommodation project for homeless people with prescribed support needs. The success of this project has led to a planned extension increasing the capacity of the project from 8 spaces to 22 spaces.
Homelessness Prevention
Prevention of homelessness is a sustainable and cost effective option and is a key priority moving forward. It results in a reduction in homelessness as people receive support advice about sustaining their current accommodation or, where appropriate, securing alternative accommodation. Local Authorities record their prevention activity through using a national framework called the Prevent 1 which was developed by the Scottish Government. Data is sent quarterly to the Scottish Government alongside the HL1 dataset. From the table below it can be seen that
37 Page 65 of 262 485 households received prevention of homelessness assistance during 2015/16, with 241 or 49.7% of these approached resulting in a homelessness application.
Table 18: Prevent 1 Outcomes 2015/16 Outcomes Number % LA tenancy 28 5.8 Private rented - assured tenancy 0 0 Moved-in with friends/ relatives 5 1 Other (known) 12 2.5 Not known 8 1.6 RSL (Housing Association) tenancy 6 1.2 Private rented - short assured tenancy 9 1.9 Home Ownership - Bought own home via other means 0 0 Prison 0 0 Lost contact with applicant 42 8.7 Remained in current accommodation 134 27.6 Made homelessness application to local authority 241 49.7 All 485 100% Source: Scottish Government - West Dunbartonshire Prevent 1 Figures
Housing Options
Delivery of a comprehensive Housing Options service is a key delivery priority for West Dunbartonshire Council.
Why Housing Options and Prevention?
• Reduction in homelessness as people receive advice about sustaining their tenancy • Homeless people receive prompt and easy access to help and advice • Prevention of homelessness is a sustainable and cost effective option • Balance between proactive and reactive services • Housing information and advice is given out to allow client to make informed choices. This can lead to tenancy sustainment and reduction in homelessness.
Housing Options should not be confused with a housing advice service, although housing advice will be one of its components. Nor should it be confused with an approach which simply gives housing options advice to customers applying for housing with West Dunbartonshire Council. It is a much more holistic and person- centred approach which is triggered by anyone approaching the Council with a housing problem and facilitates a sustainable housing solution which may require focusing on other non-housing related needs.
The Scottish Government guidance makes clear that Housing Options should be a comprehensive approach which can involve multiple and varied actions to achieve sustainable housing outcomes for individual customers. It may be that a significant amount of footfall will be limited to the provision of straightforward advice. However, there will be instances where activities are more complex and a
38 Page 66 of 262 range of additional assessments (risk and or support assessments) and joint working with other services and organisations will be required.
Other key elements of Housing Options include:
• A clear commitment on standards of service and service outcomes • Streamlined processes and improved customer experience • A person centred approach with clear equalities statements • Provision of clear and balanced advice allowing clients real choice • An assurance that advice will be provided by appropriately trained and skilled staff • Clearly defined timescales attached to the various activities • Clarity on complaints procedures • Ongoing performance and standards monitoring • Advice is tenure neutral, and is given on the whole range of housing tenures as well as supported accommodation • A strong link to homelessness prevention measures such as arbitration and money advice.
Who is the housing options client group?
Anyone with a perceived housing need, regardless of their circumstances may benefit from a HO assessment. Someone who engages with HO may not identify with any specific ‘need group’. A number of key customer groups in terms of Housing Options approaches can be identified:
• people who have experienced family or relationship breakdown • young people • looked after young people • people leaving the armed forces • people being discharged from hospital • liberated prisoners • people fleeing abuse of violence • people with addictions issues • people with financial difficulties • people with mental health issues • refugees.
In many instances customers will display more than one of the above need characteristics, and as such, might be considered customers with complex needs.
Welfare Reform
Welfare Reforms have created additional difficulties and anxieties for homeless households in West Dunbartonshire. Benefit sanctions are routinely applied to vulnerable people, many of whom have learning disabilities, poor mental health and a range of complex social and health care needs. Our forthcoming refreshed Homelessness Strategy will set out the significant changes that will be required to ensure the continuing viability of our temporary and supported accommodation. In particular, we have assessed that there is a need to increase supplies of supervised and supported hostel type accommodation to more effectively meet the
39 Page 67 of 262 needs of single people; both as a response to welfare reforms and to improve outcomes. Further consideration will be given to the impact of shared room rates and implications for households under the age of 35 and what potential action can be taken to assist.
Welfare reform is a key challenge for the whole area. It is vital that the homelessness service works in partnership with internal and external partners to mitigate the changes.
Key Actions
• Ensure that the aims and objectives of West Dunbartonshire’s Homelessness Strategy 2013-2016 are completed;
• Develop and Implement a new West Dunbartonshire Homelessness Strategy 2017- 2022 that incorporates the temporary accommodation;
• Undertake a review of supported and temporary accommodation in West Dunbartonshire;
• Strengthen partnership with WD HSCP and Employability Services;
• Continue to work in partnership to tackle homelessness in West Dunbartonshire;
• We will introduce a housing options approach to ease access to suitable accommodation for West Dunbartonshire households;
• We will carry out a review of Housing Support in West Dunbartonshire to plan for future service provision
• Continue to mitigate the effects of the changes brought about by welfare reform
• Work with Community Justice Partners to progress the community justice redesign in line with the Community Justice (Scotland) Act 2016
• Continue to develop and roll out the new Low Moss Prison Protocol in partnership with the other agencies involved, with a view to expanding across wider Scottish Prison Service establishments
• Reduce the number of young people presenting as homeless
• Reduce the number of people or repeat homelessness presentations and increase tenancy sustainment
• Continue to make use of the private sector as a housing option. For example to increase the number of people who use the rent deposit scheme
• Roll out the new Health, Homelessness and Housing Protocol
• Work in partnership to ensure children are not adversely affected by homelessness
40 Page 68 of 262 • Develop in partnership an education package that can be rolled out across the local authority
• Continue to promote and utilise the Young Persons’ and Families’ Mediation Service (a partnership of the Neighbourhood Management Service, Homelessness Service, and Housing Allocations Service).
8. Key Theme 4: Sustainable and Supportive Communities
Key LHS Outcome: We provide good quality neighbourhoods and housing services where all people feel safe and secure
8.1 Overview
We will continue to develop all of our communities by working in partnership with tenants and residents groups to provide good quality neighbourhoods and housing related services that make people feel safe, secure and involved.
Our housing service is part of a much broader holistic partnership with other related housing organisations, community safety and Anti-Social Behaviour Services (ASB), and Working4u which all have a key role in providing safe and sustainable communities.
Our partner housing associations own around 6,000 homes in West Dunbartonshire and deliver a factoring service to many more. They too recognise their role in fostering good relations between our communities and we work closely with them to deliver local services.
We are committed to ensuring that our services are provided on an equal and fair basis to all groups within our communities. The strategic and operational interaction between the Council and locally based social housing providers assists in:
• developing local letting plans; • helping to support individual housing option plans; and • supporting broader housing sustainability objectives.
Our approach is delivered across all housing sectors and is designed to work with residents and local communities regardless of their housing tenure. The service plays a prominent role in tackling social and environmental issues within mixed tenure and multiple landlord housing estates and are keen encourage all housing providers to play a full part in promoting the well-being of the communities which they serve. In particular Housing operations are integral to developing the Your Community initiative, a new way of delivering services to local areas and involving communities.
41 Page 69 of 262 8.2 Tenancy Sustainment:
Tenancy sustainment is a key part of any local authority or RSL homeless approach. Over the last few years the Scottish Government has seen tenancy sustainment be an important role of all housing providers. One of the Charter outcomes is:
“tenants get the information they need on how to access support options to help them to remain in their home; and ensure suitable support is available, including services provided directly by the landlord and by other organisations”
West Dunbartonshire Council and its local RSLs have developed a Common Approach to Tenancy Sustainment. There is a performance framework as part of this that is looked at annually. 87% of council tenancies created in 2014/15 were sustained in 2015/16.
Our new operational framework focusses on the following actions:
• Making better use of existing housing stock • Developing local lettings planning • Improving housing advice and housing options • Tenancy Sustainment • Reducing void houses and associated rent loss • Maximising rent collection levels and reducing rent arrears • Improving the Environment through legislative fixed penalty notice • Area Regeneration & Environmental Improvement • Reshaping access to housing services in 2016/17.
During 15/16 we significantly increased our resource base within WDC estates management and caretaking enabling us to reduce housing officer and caretaking patch sizes to more manageable levels which we anticipate will have a huge positive impact on our communities. We have reconfigured these resources within a new management structure which will focus on geographical responsibility and closer interface and cohesive management structures across a range of disciplines. This has also involved modernisation of our ICT infrastructure including procuring hand held devices for officers working in the community.
8.4 Housing and Community Justice
West Dunbartonshire Council supports the view expressed by the Scottish Government in the ongoing redesign of Community Justice to prevent and reduce further offending and securing better outcomes for people with convictions, victims and communities. The Community Justice Outcome Improvement Plan will be published in March 2017. A new national agency (Community Justice Scotland) will be established to provide assurance to Scottish Ministers on the collective achievement of community justice outcomes across Scotland.
The Scottish government has acknowledged that the solution is not simply a matter of being offered a home although this is the first step. Ex-prisoners on liberation often find it difficult to cope with a tenancy, while facing up to debt, drug and alcohol problems. Reducing re-offending is not just the duty of the criminal 42 Page 70 of 262 justice system but also of other important bodies such as housing, health, benefits, education and training and employment. By these agencies making themselves accessible to offenders and working together in partnership, then the community is much safer and stronger and re-offending is reduced.
At a local level, strategic planning and service delivery is expected to become the responsibility of local community justice partners. There will be a statutory duty on statutory community justice partners to produce a local plan for community justice and will have a requirement to engage and involve the Third Sector in the planning, delivery and reporting of services and improved outcomes. The partners include housing, Education, National Health Service, children’s services, Fire and Police, etc. There will also be National Outcomes, Performance and Improvement Framework for Community Justice in Scotland.
Whether at the point of arrest, upon receipt of community or custodial sentence, or transition back to the community, needs must be understood and addressed. Equal access to universal services such as housing, employment, welfare and health and well-being services are key to securing an individual’s attempts to desist from offending.
Housing Services will continue to work closely with the Community Justice organisations and services to deliver outcomes which will help meet the outcomes of the new model. These are:
Structural (what we deliver as partners) • Communities improve their understanding and participation in community justice • Partners plan and deliver services in a more strategic and collaborative way • Effective interventions are delivered to prevent and reduce the risk of further offending • People have better access to services they require including welfare, health and wellbeing, housing and employability
Person-centric (changes to users) • Life chances are improved through needs, including health, financial inclusion, housing and safety being addressed • People develop positive relationships and more opportunities to participate and contribute through education, employment and leisure activities • Individuals’ resilience and capacity for change and self-management are enhanced
The Community Justice Priorities are:
• Improved Community Understanding and Participation • Strategic Planning and Partnership Working • Effective Use of Evidence-Based Interventions • Equal Access to Services
The Community Justice National Outcomes, Performance and Improvement Framework contains a range of performance measurements. The indicators here
43 Page 71 of 262 have major implications for housing service delivery and cover all Priority areas, of particular interest are:
• Development and existence of a Housing Protocol across key Community Justice Partners • Evidence of collaborative risk management planning • Percentage of people being released from custody who have suitable accommodation
A joint working Protocol is in preparation which will seek to set out the roles and responsibilities with regard to homelessness prevention and other housing matters. The Protocol will demonstrate engagement with a range of partners including WDC, Scottish Prison Service, Police, Housing Associations, DWP, HSCP and Voluntary Sector partners.
A good example of a partnership approach is the joint work being done at Low Moss Prison between the Council Homeless/Housing Services of West Dunbartonshire, Renfrewshire, East Renfrewshire, East Dunbartonshire, Argyll & Bute, Inverclyde, Glasgow City and Falkirk. A protocol is being developed for prisoners who are in danger of losing their tenancy, or are threatened with homelessness in Prison and upon release. The new protocol will look at preventing homelessness by giving appropriate advice and assistance to prisoners and help reduce the cycle of re-offending by providing appropriate support and assistance within this multi-agency approach.
Gender Based Violence
There are also a range of services delivered across the council to assist and includes a Violence Against Women partnership group with a fully developed Strategy and Action Plan to ensure adequate and effective service delivery to prevent gender based violence in the longer term. We have housing support contracts in place with local Women’s Aid services, which provide support and accommodation to women and their families experiencing domestic abuse. Over the course of this strategy we will further explore the role housing and housing providers have in tackling and eradicating Gender Based Violence in West Dunbartonshire. WDC will work to strengthen working arrangements with the two local Women’s Aid groups in Clydebank and Dumbarton & District.
44 Page 72 of 262 Key Actions
• Improve tenancy sustainability and reduce the number of terminations for non- positive reasons and set geographical targets.
• Reduce the number of presentations to homelessness services from a secure WDC tenancy and to set a target that is proportionate to a stock ratio within all social rented landlords within West Dunbartonshire.
• Develop local lettings planning within each area, using landing profiling and other demographic tools to make best use of our housing stock to achieve individual tenancy and broader community sustainment and social cohesion.
• Develop local strategies to tackle low and no demand housing
• Work with our strategic partner and local housing providers to develop new build housing and improve nomination and access to new build housing on a site by site review.
• Improve pre-tenancy housing advice and assessment of income maximisation to achieve tenancy sustainment.
• Improve the customer experience through a reviewed customer satisfaction monitoring framework across housing operations. Improve rent collection levels and set targets for income maximisation and recovery of arrears at a geographical patch level.
• Create a work stream and associated action plan tackling anti-social behaviour across West Dunbartonshire, underpinned by our ARC performance framework.
• Create a work stream and associated action plan to improve tenancy sustainment levels and reduce the number of abandoned houses
• Create a work stream and multi-agency partnership framework to tackle domestic abuse
• Housing Services will fully contribute to the development of the Community Justice Outcome Improvement Plan, to be published March 2017.
45 Page 73 of 262 9. Key Theme 5: Addressing Particular Housing Needs
Key LHS Outcome: People with particular needs have access to suitable housing with any necessary support to optimise their independence and wellbeing.
9.1 Overview
This section of Local Housing Strategy outlines the Council’s and its partners approach to addressing the housing and support needs of specific groups in West Dunbartonshire and how it intends to enable people to live at home or in a homely setting which promotes their independence and well-being.
Whilst acknowledging the particular issues which a specific disability may present, the Local Housing Strategy notes that the housing support needs of the particular groups are fairly consistent. It further notes that successful housing and social care support often depends on the location, model and range of housing available.
With regards to addressing particular housing needs, the Local Housing Strategy has three underpinning principles which impact on the needs of those with additional housing support needs:
• Forward Planning; future proofing housing and housing support to take account of how people’s social and physical needs change. • Choice; increasing the range of housing and housing support options available to people who need them. • Prevention; promoting that housing support can be a preventative, relatively inexpensive and cost effective way of enabling people to live independently at home.
The Housing Sector - through the Council - and the HSCP are able to build upon existing robust and effective mechanisms for engagement, working together closely across many service areas on issues of joint interest. There is a shared recognition that the wider housing sector must be involved in supporting the delivery of the health and social care integration agenda. In particular, all housing associations have a role to play.
The Strategy seeks to ensure clear strategic leadership about housing priorities for older people. It aims to ensure appropriate information and advice to make informed choices and that older people are assisted to remain in and make best use of existing housing stock. It seeks to invest in new housing which meets the needs of older people and to provide low level preventative support.
9.2 HSCP Strategic Plan and the Housing Contribution Statement
As a key partner, The Health and Social Care Partnership’s describes and supports within its Strategic Plan the Local Housing Strategy’s commitment to provide clear strategic leadership on housing priorities for older people by:
46 Page 74 of 262 • Aiming to ensure appropriate information and advice is available to make informed choices and that older people are assisted to remain in and make best use of existing stock. • Seeking to invest in new housing which meets the needs of older people and to provide low level preventative support.
Additionally there is a significant cohort of younger adults with complex health conditions who also require a strategic approach to their housing needs and we will extend our activities to this group; the approach to meeting their needs is outlined within this document.
The HSCP Strategic Plan also highlights key areas where the Housing Sector (through the office of the Council as strategic housing authority) and the HSCP will be working together in the coming period to continue to:
• Develop housing support service to enable long term clients to be supported within West Dunbartonshire. • Develop plans for new and refurbished housing. • Develop Services at Points of Transition. • Provide preventative interventions and supports. • Ensure rapid access to assessment, and provision of aids and adaptations. • Seek to develop supported housing solutions for younger adults with complex needs.
The Housing Contribution Statement sets out the role and contribution of the local Housing Sector – through the offices of West Dunbartonshire Council in its role as strategic housing authority - in meeting the outcomes and priorities identified within the Health and Social Care Partnership Strategic Plan.
In this way, the Housing Contribution Statement acts as the 'bridge' between the Local Housing Strategy and the Strategic Plan for West Dunbartonshire. It will do this by:
• Briefly articulating the role of the local housing sector in the governance arrangements for the integration of health and social care. • Providing a short overview of the shared evidence base and key issues identified in relation to housing needs and the link to health and social care. • Setting out the shared outcomes and service priorities linking the Strategic Plan and Local Housing Strategy. • Setting out the current and future resources and investment required to meet these shared outcomes and priorities, and identify where these will be funded from the integrated budget and where they will be funded by other (housing) resources. • Providing an overview of the housing-related challenges going forward and improvements required. • Covering key areas such as adaptations, housing support and homelessness, including articulating the housing contribution across a wide range of groups including older people and those with disabilities, mental health and addictions.
47 Page 75 of 262 This strategy describes how the Council and its partners mean to address issues relating to housing support and installation and maintenance of equipment or adaptations; ensuring a consistent and robust approach across both private and rented housing. The delivery of this partnership approach will contribute to reduced waits for OT assessment and equipment and adaptations and the development of new models of care at home such as extra care housing in conjunction with 3rd Sector and Local Housing Associations develop housing with care options for all care groups.
The definition then of “Housing Support Service” for the purpose of the Strategy is any service which provides support, assistance, advice or counselling to a person for the purpose of enabling that person to occupy, or to continue to occupy, accommodation as their sole or main residence. It does not include any service which involve the installation or maintenance of equipment or adaptation; or any service which is provided to a person as, or in conjunction with, personal care or personal support services provided in the person’s place of residence.
The Housing Sector is key contributor to the delivery of the HSCP’s Commissioning Consortium approach across third and independent sector providers of social care and housing. This uses a commissioning model to identify need across local communities and ensure the most effective and appropriate interventions and services are available within those communities.
The HSCP Strategic Plan provides an overview of the health and social care needs of the West Dunbartonshire population pooled from deeper background sources (i.e. its joint strategic needs assessment). As part of the approach to commissioning through the HSCP’s Commissioning Consortium, the Council’s Housing Section and the HSCP have developed an evidence base in respect of the health and social care needs of the West Dunbartonshire population – and this fills the gaps in HNDA information. Together, these documents will form the basis of the commissioning and procurement approaches moving forward.
The HSCP works with the Housing Sector in developing the new build housing programme; in regeneration planning; and, in particular, contributes to the preparation of the biennial Strategic Housing Investment Plan (SHIP). The SHIP commits all partners to supporting the policy of shifting the balance of care from institutional settings to tenancy based support in the community and funding from secondary to primary community settings.
A review of older people’s housing models, need and demand in West Dunbartonshire carried out in August 2015 highlighted a shortfall in extra care housing or very sheltered housing. The findings of this report have informed the approach to meeting the housing needs of older people.
Progress 2015 – 2016 on priorities linked to Addressing Particular Housing Needs:
• The Council’s Housing Services worked in partnership with the HSCP in the development of the supported accommodation project at 18 Davidson Road, Alexandria.
• Housing Services funded the refurbishment work which was carried out by the Council’s Direct Labour Organisation. The office accommodation and
48 Page 76 of 262 the four ground floor flats have been leased to Richmond Fellowship and the project welcomed its first four residents in early December, 2015. It is intended that over time the remaining eight flats within the building will be leased to Richmond with a view to facilitating the discharge of a further eight long term clients. This project provides housing support to enable individuals to move to more independent living within their own homes.
• While all new housing provided through the Affordable Housing Supply Programme must meet the Housing for Varying Needs accessibility standard, consideration is given to provision of other forms of specialist housing on a scheme by scheme basis. For example, five of the Council’s first 121 new houses built through the AHSP were specially designed to full wheelchair standard for the intended tenants. During 2014/15, 33 older people’s housing units were delivered by the RSL sector through Bield Housing Association.
• The Council’s Housing Service not only responds to urgent requests for re- housing, but is also involved in the planning process for individuals at the Points of Transition – young people leaving care, individuals having to leave their own homes for a variety of reasons and older people who can no longer remain in their homes due to mobility/ medical difficulties. This involves very close partnership working with officers across the HSCP to ensure that individuals at Points of Transition are re-settled successfully. Council Housing officers are now included in the Community Planning Partnership’s Youth Services Review Improvement Group (which is convened and chaired by the HSCP) with a view to developing a comprehensive inter-agency approach which will address the needs of the most vulnerable young people.
• This year (2016/17) £906,000 will be spent providing aids and adaptations to assist people to remain in their own homes. The Council will carry out aids and adaptations to approximately 400 of its own housing stock during 2015/16 from £656,000 of the budget. A further 130 major adaptations jobs will be carried out to private sector homes from £250,000 of the budget.
• Grants for disabled adaptations are a major mandatory part of the Private Sector Housing Grant allocation in West Dunbartonshire (38.6% in 2015/16). The HSCP’s Occupational Therapy team prioritise applications, which are currently submitted and progressed through the Lomond and Clyde Care and Repair service who provide valuable support and advice to private sector applicants.
• To meet the needs of younger adults with complex needs this plan is committing to scope the development of supported housing solutions for this specific group. Within West Dunbartonshire, the Action for Children Preparation for Life project is the only housing support project specifically designed to provide accommodation for young people under the age of 21 years. However, this project is not always suitable for younger adults with complex needs.
• It has been identified that there is a gap in service provision given that it is not considered appropriate to place young vulnerable adults in supported
49 Page 77 of 262 projects designed to cater for older adults who may themselves have well established complex needs. The Homelessness section is keen to develop more appropriate housing solutions for this particular client group but successful outcomes rely on very close partnership working between the Council’s Housing Section and the designated support providers. Discussions are on-going and will continue to determine how best to utilise the existing accommodation options more effectively (e.g. the provision of temporary furnished accommodation with appropriate 24 hour support packages).
A budget for housing related functions as described within the legislation have been delegated by the Council to the Partnership Board and as such are reported and monitored through the Integrated Joint Board.
9.3 Gypsy /Travellers
There is one long established site in West Dunbartonshire for Gypsy/ Travellers. This provides 20 pitches for a largely settled community and is located at Dennystoun Forge in west Dumbarton.
In 2013 the Council adopted an equality outcome on better meeting the accommodation needs of Gypsy/Travellers.
There has been an increased level of engagement with residents of the Dennystoun Forge site. This has resulted in improvements to the site at Dennystoun Forge to bring hard standing, fencing and dry storage to an acceptable standard during 2016/2017. This better engagement has resulted in improved performance in respect of the Scottish Housing Regulator return, a trend we hope will continue.
The rental income from site had been transferred to the Housing Revenue Account, in line with other Council Tenants, and work is underway to update the residency agreement in line with good practice. New arrangements have been put in place whereby the Housing Officer for the vicinity will be responsible for the management of the site and will work with tenants on all tenancy related issues.
The Council is also exploring the possibility of a utilities company proving power directly to the site, bringing residents into line with other Council tenants, and helping to tackle any fuel poverty.
During 2016/2017 the Council will assess the possibility of providing a transit site within West Dunbartonshire. The proposed Local Development Plan has identified an opportunity to enable the Dennystoun Forge site to expand. The Council contributed to a joint study to inform the development of Local Housing Strategies for the Glasgow, Clyde Valley and Ayrshire authorities in 2016. Among the recommendations of this report is that more robust monitoring should take place of the housing circumstances of the Gypsy/Traveller community and that the discontinued bi-annual national site count be reinstated.
50 Page 78 of 262 9.4 Travelling Showpeople
On average there are between 3 and 6 licences applications per year for circuses/funfairs run by Showpeople visiting West Dunbartonshire. The normal practice is for people to set up at sites they are using for the shows, and this has not created issues for Showpeople or local residents. The LHS arrangements will have no net effect on Travelling Showpeople visiting West Dunbartonshire.
9.5 Asylum Seekers and Refugees
West Dunbartonshire Council is a participant in the Syrian Vulnerable Persons Relocation Scheme; strong partnership working on this scheme has contributed to fostering good relations and equality of opportunity, and this experience will inform not just future relocations, but wider work with all communities in West Dunbartonshire.
9.6 Vulnerable Young People
West Dunbartonshire’s current Integrated Children’s Services Plan (ICSP) for 2015 – 2018 continues to be the key delivery vehicle for all children’s services planning, review and improvement across the Community Planning Partnership; it continues to reflect the agreed priorities. The ICSP incorporates key strategic priorities and outcomes for children and young people as set out in West Dunbartonshire’s Single Outcome Agreement and a suite of agreed strategic priorities across all services where children and young people are affected. At its heart is a shared commitment of partners to “Getting It Right for Every Child‟ (GIRFEC) in West Dunbartonshire and the delivery of partners corporate parenting responsibilities and their commitment to improving outcomes for looked after children and young people.
We work with care leavers who are prepared, encouraged and supported to leave care on a planned basis. By following a Care Leaver housing protocol we hope to ensure that the young person is assisted to live in the most appropriate housing that is sustainable. This also helps to ensure that the young person does not present as homeless.
The Council has also prepared a paper (Youth Housing – Giving Young PPL the Best Start in Life) on housing’s role in helping young people with their transition into adulthood.
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Key Actions
• Develop housing support service to enable long term clients to be supported within West Dunbartonshire
• Develop plans for new and refurbished housing
• Develop Services at Points of Transition
• Provide preventative interventions and supports
• Ensure rapid access to assessment, and provision of aids and adaptations
• Seek to develop supported housing solutions for younger adults with complex needs
• Supporting the housing sector to sustain the tenancies of vulnerable households through early social work interventions, promoting payment of rent, signing up for benefits and other assistance.
10. Monitoring and Evaluation Framework
10.1 The Scottish Government provided comment on the first draft of the LHS against the agreed review criteria. It was also subject to peer review, whereby an officer from another Council evaluated the draft LHS in view of current Scottish Government Guidance. The feedback from these reviews has helped shape this version and is detailed in the Consultation Summary.
10.2 The Local Housing Strategy will contain an Action Plan for monitoring progress on achieving its objectives. The Action Plan will contain a series of indicators to assist in measuring performance against agreed timescales and will be prepared using the Council’s Covalent performance management system.
10.3 Progress on the delivery of LHS outcomes is monitored through: • A monthly performance report to the Council’s Housing Management Team • An Annual Progress Report to Housing and Communities Committee and a presentation to the WDTRO • An annual report to the CPWD Management Board on the SOA which contains key LHS elements • The performance arrangements in respect of the HSCP Strategic Plan • Regular liaison with housing associations operating in West Dunbartonshire and the Scottish Government at the quarterly Housing providers Forum.
10.4 Key elements of the SHIP also form part of the Scottish Social Housing Charter and will be components of the Annual Return on the Charter (ARC) to the Scottish Government.
52 Page 80 of 262 11. Glossary of Terms/Abbreviations
AHSP Affordable Housing Supply Programme: The principal Scottish Government grant funding for Council and housing association new build development. ARC Annual Return on the Charter: the annual performance report on the Scottish Social Housing Charter, the Scottish Government’s performance management tool for local authority and RSL housing. BTS Below Tolerable Standard: Term used to define houses failing to meet a minimum repairs standard as set out in the Housing (Scotland) Act 1987. CHP Combined Heating and Power schemes (usually a form of district heating project). Clydeplan New name for the Glasgow and Clyde Valley Strategic Development Plan Authority. CPWD Community Planning West Dunbartonshire: The initiative bringing West Dunbartonshire Council together with partner organisations to plan, provide for and promote the well-being of the area. ECO Energy Company Obligation: a new measure promoting energy efficiency. EESSH Energy Efficiency Standard for Social Housing: A measure introduced by the Scottish Government to improve energy efficiency and reduce fuel poverty. Equity Net wealth invested in residential property ie the value of a property minus the owner's outstanding mortgage balance. Extra Care Housing which has all the features of the sheltered housing but also includes Housing a dining room, other social facilities, specialist bathrooms and 24 hour access to housing support and personal care services. Fuel A household is defined to be in fuel poverty if more than 10% of its income is Poverty spent on fuel use. G&CV Glasgow and Clyde Valley Strategic Development Plan Authority: The joint SDPA planning authority covering the eight local authorities in the Glasgow and Clyde Valley area which is responsible for production of the Strategic Development Plan. Now called Clydeplan. HCS House Condition Survey: A representative survey of the Council’s houses often a 15% sample, which is used to inform financial planning. Housing The WDHSCP statement of intent paper which acts as the bridge between Contribution the Strategic Plan and the Local Housing Strategy. Statement HLA Housing Land Audit: a comprehensive annual account of the current housing land supply. All housing sites with a capacity of 4 or more are identified, organised by tenure and planning status. HMO Houses in Multiple Ownership: A legal term to describe a property housing more than two related families and subject to licensing. HRA Housing Revenue Account: The self-contained account which funds Council housing from its rental stream. HMP Housing Market Partnership: a grouping of Local Authorities who come together to assess the need for, and plan the delivery, of housing across a joint housing market area HNDA Housing Needs and Demand Assessment: The analysis of projected housing requirements for an area. HSCP Health and Social Care Partnership: the health and social care integration body. IIF Innovation and Investment Fund: the national fund introduced in 2011/12 which offered grant support to provide affordable housing under three
53 Page 81 of 262 distinct funding streams. LDP The Local Development Plan: The statutory land use planning framework for West Dunbartonshire. This plan covers the whole of West Dunbartonshire with the exception of the area within the Loch Lomond and the Trossachs National Park. Formerly known as the WD Local Plan. LHA Local Housing Allowance: the mechanism for calculating and paying housing benefit for private tenants. The allowance figures are set by the UK government. LL&TTNP Loch Lomond and the Trossachs National Park. MMR Mid - Market Rent: Rents set somewhere between social housing rent and those in the private rented sector. This is usually calculated at around 80% of the Local Housing Allowance. Priority The Housing (Scotland) Act 1987 defined those to be regarded as in priority Need need. This was expanded by the Homelessness etc (Scotland) Act 2003. Priority Need was phased out by 2012, with anyone unintentionally homeless being allocated permanent accommodation. Points of Young people leaving care, individuals having to leave their own homes for a Transition variety of reasons and older people who can no longer remain in their homes due to mobility/ medical difficulties.etc PSHG Private Sector Housing Grant: A grant available from the local authority to help fund the upkeep of private properties. The funding is made from an annual allocation received from the Scottish Government. RoS Registers of Scotland: part of the Scottish Government chiefly responsible for holding records on property and land ownership. RSL Registered Social Landlord: A non- profit making social housing provider registered with Communities Scotland, generally a Housing Association. RtB Right to Buy: First introduced by the Housing (Scotland) Act 1987 and subsequently extended, this gave most tenants of local authorities and RSLs the right to purchase their homes at a discount. RtB has now been abolished. SAP Standard Assessment Procedure: A government energy rating for homes. Scottish The Charter introduced in 2012 setting out standards for social housing Social landlords in Scotland. Monitoring of performance is carried out by the Housing Scottish Housing Regulator. Charter Stage 3s Stage 3 Adaptations: Funding from the SG More Homes Division to housing associations for disabled adaptations. SEA Strategic Environmental Assessment: An impact assessment required under the Environmental (Scotland) Act 2005. Section 5s Section 5 referrals are the formal means by which local authorities can ensure that homeless people are housed by registered social landlords (RSLs). SG HSD&I Scottish Government’s Housing Supply and Innovation Division: The arm of the Scottish Government responsible for funding for affordable housing. Previously known as the Housing Investment Division. Sheltered Housing which gives people the independence of having their own flat within (or an associated warden service and call duty system, controlled entry and Supported) communal facilities. Housing SHQS Scottish Housing Quality Standard: A housing standard required to be met 54 Page 82 of 262 by all social housing landlords by 2015. SOA Single Outcome Agreement: This sets out the local priorities for action by the Council and Community Planning partners in the context of the Scottish Government’s national aspirations. Supported Where people occupy their own single or shared tenancy and are supported Living to sustain their tenancy and are enabled to make decisions and choices about their personal and social life. This support can be of just a few hours or up to 24 hours duration. Telecare The range of equipment and services available to assist a person to remain safely in their own home. It includes things like movement and fall detectors, panic buttons, and automatic medication management. Tenure Housing tenure describes the legal status under which people have the right to occupy their accommodation. The most common forms of tenure are: · Home-ownership: this includes homes owned outright and mortgaged · Renting: this includes social rented and private rented housing. Very Housing which has all the features of Sheltered Housing but will also usually Sheltered have additional warden services and the provision of (at least one) meals. Housing
12. List of Key Background Papers
The production of this LHS has been informed by a host of strategies, policies and papers, both at a local and national level, principally:
• WDC Strategic Plan 2012 – 2017 http://www.west-dunbarton.gov.uk/council/strategies-plans-and-policies/strategic- plan-2012-2017/
• WD Community Planning Partnership Single Outcome Agreement 2014- 2017 http://www.wdcpp.org.uk/media/136670/wd_soa_2014-17.pdf
• WD Health and Social Care Partnership Strategic Plan 2015 – 2016 http://www.wdhscp.org.uk/media/1213/wdhscp-strategic-plan-2015-16.pdf
• WD Health and Social Care Partnership Housing Contribution Statement May 2016 http://www.wdhscp.org.uk/media/1559/wdhscp-housing-contribution-statement- 2016.pdf
• Clydeplan Strategic Development Plan – Proposed Plan 2016 http://www.clydeplan- sdpa.gov.uk/files/Proposed_Plan_Jan_2016_WEB_Low_Res_Update.pdf
• Clydeplan Housing Need and Demand Assessment 2 2015 http://www.clydeplan-sdpa.gov.uk/files/GCVHNDA2_PostAppraisal_190515.pdf
• West Dunbartonshire Local Development Plan (Proposed Plan) 2015 http://www.west-dunbarton.gov.uk/media/4307506/ldp-adopted-version-march- 2015-web.pdf
55 Page 83 of 262 • WD Local Housing Strategy 2011 – 2016 2011 http://www.west- dunbarton.gov.uk/media/753598/lhs___final_november_amended___electronic_v ersion.pdf
• WDC Strategic Housing Investment Plan 2015/16 – 2019/20 2014 http://www.west-dunbarton.gov.uk/media/4176853/wdc_ship_2015_final.pdf
• WD Economic Development Strategy 2015 – 2020: Sustainable Growth for All http://www.west-dunbarton.gov.uk/media/4310257/sustainable-growth.pdf
• Scottish Government Homes Fit for the 21st Century 2011 http://www.gov.scot/Resource/Doc/340696/0112970.pdf
• Scottish Government Joint Delivery Plan for Scotland 2015 http://www.gov.scot/Resource/0047/00477306.pdf
• Scottish Government Draft Planning Advice: Housing and Infrastructure 2016 http://www.gov.scot/Resource/0049/00494177.pdf
• Scottish Government Local Housing Strategy Guidance 2014 http://www.gov.scot/Resource/0045/00458185.pdf
• Scottish Government A Place to Stay, a Place to Call Home: A Strategy for the Private Rented Sector in Scotland May 2015 http://www.gov.scot/Publications/2013/05/5877
• Scottish Government 2015 Infrastructure Investment Plan http://www.gov.scot/Resource/0049/00491180.pdf
• Scottish Government More Homes for Scotland 2016 http://www.gov.scot/Topics/Built-Environment/Housing/reform/more-homes- scotland
• Scottish Government Code of Guidance on Homelessness 2005 http://www.gov.scot/Publications/2005/05/31133334/33366
• WDC Homelessness Strategy 2013 – 2016 http://www.west-dunbarton.gov.uk/media/2619064/homeslessness_strategy_2013- 2016.pdf
• WDC Housing Land Audit 2015 http://www.west-dunbarton.gov.uk/media/4309114/hla2015.pdf
• WDC Equality Mainstreaming Report & Equality Outcomes 21013-2017 http://www.west-dunbarton.gov.uk/council/strategies-plans-and-policies/council- wide-plans-and-strategies/equality-diversity-and-fairness/mainstreaming-report- and-equality-outcomes/
• Gypsy and Travellers Local Housing Strategy Evidence Review – A Joint Study for the Glasgow, Clyde Valley and Ayrshire Authorities 2016
56 Page 84 of 262 • An Accommodation Needs Assessment of Gypsies/Travellers in West Central Scotland Craigforth 2007
• Specialist Housing Provision – A review of older people’s housing models, need and demand in West Dunbartonshire Patrick Rodger, Stirling University/West Dunbartonshire Council August 2015 (Unpublished)
• Youth Housing 4U – A Youth Housing Statement for West Dunbartonshire WDC Draft July 2016
• WDC Housing Operations Service Review 2015/16
National data sources such as the Office of National Statistics (ONS) and the Registers of Scotland (RoS ) have provided invaluable information throughout, and the relevant references to these sources are contained in the document.
13. Local Housing Strategy Action Plan
Forward in All Directions – 10 point success plan • Maximise the delivery of new affordable housing through the More Homes Better Homes West Dunbartonshire initiative in partnership with developing HA partners delivering 1000 new social rented homes in West Dunbartonshire.
• Ensure a generous supply of suitable housing sites and deliver on the Council’s main strategic housing regeneration priorities including those at Dumbarton Harbour and Queens’ Quay
• Reduce the impacts of climate change and fuel poverty by supporting energy efficiency measures across all housing sectors and by delivering on compliance with EESSH for social rented housing by December 2020.
• Use all available powers to improve the housing quality across all tenures, particularly in mixed ownership blocks, and to improve the delivery of the Council’s Housing Capital Programme through the More Homes Better Homes West Dunbartonshire initiative.
• Introduce a Housing Options approach to prevent homelessness and to ease access to suitable accommodation for West Dunbartonshire households.
• Work with partners to reduce repeat homelessness and increase tenancy sustainment in the social rented sector.
• Adopt a more holistic joined up approach to improving standards in the Private Rented Sector
• Work with the HSCP to develop housing support services for those with particular housing needs, around the principles of Forward Planning, Choice and Prevention.
57 Page 85 of 262 • Ensure rapid access to assessment, and provision of aids and adaptations.
• Improve education, training and job opportunities for West Dunbartonshire residents through the workstreams and investment associated with this strategy and build on existing strong links through Working4U.
58 Page 86 of 262
EQUALITY, HEALTH AND HUMAN RIGHTS IMPACT ASSESSMENT FORM
This form is to be used in conjunction with the Equality Impact Assessment Guidelines. Please refer to these before starting; if you require further guidance contact [email protected]
Section 1: Policy/Function/Decision (PFD) Details A PFD is understood in the broad sense including the full range of functions, activities and decisions the council is responsible for. Name of PFD: West Dunbartonshire Local Housing Strategy 2017 to 2022 (LHS) Lead Department & other HEED departments/ partners involved: Responsible Officer Jamie Dockery Impact Assessment Team Jamie Dockery Strategic Housing Officer Ricardo Rea Policy, Planning and Performance Officer (Equalities)
Is this a new or existing PFD? Revised Start date of this EIA process: 08 04 2017
This EIA builds on work undertaken during the EIA of the current LHS published in December 2011 End date of this EIA process; APPENDIX 2
What are the main aims of the To provide an overarching framework setting out key issues and priorities for housing PFD? and housing support and an action plan outlining how these will be addressed by the Council and its partners. Who are the main target groups/ The Strategy affects the whole population of West Dunbartonshire but also makes who will be affected by the PFD? specific reference to the following particular needs groups:
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Page 87 of 262 • Adults, including older adults with Disability Long term conditions Mental ill health • Alcohol/Drugs • Vulnerable Young People • Other vulnerable groups such as people Syrian people relocated under the vulnerable person’s scheme. Relevance to the general equality duties and equality groups, also record if there is no relevance giving reasons/ evidence) Yes: The LHS is highly relevant as it influences the way in which the Council “exercises its public functions”; it is also the case that there will likely be considerable public/community interest in the LHS.
It is noted that this PDF is a high level strategy and that individual impact assessments will be required of the component parts as they are developed.
Section 2: Evidence Please list the available evidence used to assess the impact of this PFD, including the sources listed below. Please also identify any gaps in evidence and what will be done to address this. Available evidence: Consultation/ Involvement with The development of the LHS has been underpinned by the Council’s commitment community, including individuals to promoting and sustaining equality and inclusion, and equality and diversity or groups or staff as relevant principles. In particular, the Council is committed to fulfilling the three key elements of the general equality duty as defined by the Equality Act 2010: • Eliminating discrimination, harassment and victimisation
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Page 88 of 262 • Advancing equality of opportunity between people who share a protected characteristic and persons who do not share it • Fostering good relations between people who share a protected characteristic and persons who do not share it.
Research and relevant Race information 1. Limited WDC housing statistics.
2. ODS research 2002 Housing black and minority ethnic communities in West Dunbartonshire. (Communities Scotland #7)
3 Audit of Research on Minority Ethnic Issues in Scotland, Scottish Executive Central Research Unit, 2001. Full report: www.scotland.gov.uk/cru/kd01/red/auditethnic-00.asp and the findings:www.scotland.gov.uk/cru/resfinds/sirf4-00.asp
Age
An understanding of the ageing demographic and the shifting balance of care underpins the LHS.
Gender/Age
There is a known high incidence of young women presenting as homeless in West Dunbartonshire. Proposals to address this issue are contained in the Council’s Homelessness Strategy and are noted in the LHS.
Chapter 6 of the Glasgow and Clyde Valley Housing Market Partnership Housing Needs and Demand Assessment contains valuable background information on Households with Specific Housing Requirements:
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http://www.gcvsdpa.gov.uk/images/stories/documents/HNDA%20Final.pdf
All
The LHS has been informed by the WDC Equality Mainstreaming Report & Equality Outcomes 2013 -2017: http://www.west-dunbarton.gov.uk/council/strategies-plans-and- policies/council-wide-plans-and-strategies/equality-diversity-and- fairness/mainstreaming-report-and-equality-outcomes/
Officer knowledge The EIA group and other officers’ knowledge will be used to help the assessment of policies developing from the PFD. Equality Monitoring information – Actions arising from the LHS will be monitored through both the Council’s and the including service and employee HSCP’s performance management frameworks. monitoring Feedback from service users, Groups/members at the EIA have been requested to provide any relevant feedback partner or other organisation as on the LHS or on any housing related issues affecting their contacts. relevant Other Are there any gaps in evidence? Please indicate how these will be addressed Gaps identified: NB the Statistics on the local housing needs of the BME, LGBT people, transgender, consultation has helped to identify disabled people and by religion and belief have been identified as likely gaps. gaps. Measure to address these Work is underway within WDC to improve equalities monitoring on applications, allocations and repairs. This will cover all protected groups. Further work is needed on establishing what information is held by other social housing providers in these areas.
The Council recognises that there are particular gaps across the spectrum in our
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Page 90 of 262 knowledge of the Private Rented Sector and this has been identified as an area where more holistic working is required.
Note: Link to Section 6 below Action Plan to address any gaps in evidence
Section 3: Involvement and Consultation Include involvement and consultation relevant to this PFD, including what has already been done and what is required to be done, how this will be taken and results of the consultation.
The preparation of the LHS entailed a wide ranging consultation exercise , which commenced in November 2015. With the involvement of the Council’s Equalities’ Officer and Tenant Participation Section, the following consultation events/processes were carried out in developing the LHS: • A presentation to the West Dunbartonshire Tenants and Residents Organisation (WDTRO) • A presentation to the West Dunbartonshire Housing Providers Forum • A written invitation to comment issued to a wide range of interested groups and organisations, including all Tenants and Residents Associations and the Council’s list of “interested tenants” • an on-line survey available on the Council’s website • a Citizens’ Panel postal survey of 858 residents weighted to be as representative as possible of the diversity in WD • West Dunbartonshire Equality Forum 21st September 2016 • A presentation to the West Dunbartonshire Access Panel 29th September 2016 • A presentation to the West Dunbartonshire Homelessness and Housing Access Forum • The offer of a presentation was extended to all groups on the consultation list • A proposed meeting with an assembly of groups engaged in youth housing issues could not be arranged within the consultation timescale. However, a meeting with the grouping has been rearranged in November as part of the consultation over Allocation Review.
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Page 91 of 262 The WDEF was identified as a focus of the consultation over the LHS preparation. This quarterly forum is regularly attended by BME Groups, disabled people, persons representing the views of younger people (for example Y Sort It, who cascaded the survey out to all of their contacts), LGBT people and WDCVS. Officers involved in the Syrian Vulnerable Persons Relocation work also attend the WDEF. The survey was distributed to the extended WDEF mailing list which includes: • WD Mental Health Forum • Brain Injuries Experience Group • Churches Together • Muslim Education Association • Seniors Forum • Carers of West Dunbartonshire • Minority Ethnic Women’s Association • Shop Mobility • Access Panel. • Y Sort It (Youth focused) • Carers of West Dunbartonshire • Dumbarton District Women’s Aid • Clydebank Women’s Aid • Isaro Social Integration Network • Ethnic Minority Association
A follow-up meeting took place with the Access Panel. The Access Panel was set up in 1991 and is made up of people with disabilities, carers and individuals who have an interest in access issues. The AP encourages people with disabilities to participate in community life and offer advice and information on the built environment and all other services and issues relating to disabled issues. The panel has recently been closely involved in the development of the new Health Care Centre in Alexandria, from inception to completion. The meeting resulted in a request for more AP input into policy development on the forthcoming Allocation Policy, in particular in respect of houses with aids and adaptations. This is being followed up in the course of the Allocations Policy review.
The Homelessness and Housing Access Forum also provided an opportunity to consult with a wide variety groups involved in working around homelessness and housing support including: • Alternatives
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Page 92 of 262 • Blue Triangle HA • Women’s Aid • Action for Children • Home from Home • CAB • Clydebank Independent Resource Centre • Y-Sort It.
The survey was circulated to all members of this forum. The lack of bespoke supported accommodation for young people with “risky” behaviour was an issue raised at the presentation to this form. It is intended that the upcoming review of the supported accommodation model will take this into consideration.
A report on the consultation results and process will be posted on the Council’s website on the Local Housing Strategy Page: http://www.west-dunbarton.gov.uk/council/strategies-plans-and-policies/housing/local-housing-strategy/
Note: Link to Section 6 below Action Plan
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Page 93 of 262 Section 4: Analysis of positive and Negative Impacts Protected Positive Impact Negative Impact No impact Characteristic Race • Improve understanding of BME housing needs. Travelling • Improve understanding of housing needs of Showpeople gypsies/travellers. • Increase the availability of larger size housing more suited to the needs of many BME families. • Improve access to housing information and advice Sex • Improving the availability of accessible housing will have a disproportionately positive impact on women. • Improved support services for vulnerable homeless people will have a disproportionately positive impact on women. Gender • Improve access to housing information and advice Re-assignment Disability • Improve the availability of accessible housing • Better coordinate the availability of aids and adaptations • Improve access to housing information and advice Age • Improve and expand the housing options available for elderly people through links to the Change Fund
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Page 94 of 262 agenda. • Increasing the number of houses suitable for single people will be beneficial to both elderly and younger age groups. • Better Housing Support Services for Homeless persons will be of particular assistance to young people. • Improving access to housing information and advice will be of particular benefit to elderly and younger age groups. • Improving the availability of accessible housing will have a disproportionately positive impact on the elderly. • Improve access to housing information and advice Religion/ Belief • Improve access to housing information and advice Sexual • Improve access to housing information and advice Orientation • Improve understanding of LGBT housing needs Civil Partnership/ • Improve access to housing information and advice Marriage Pregnancy/ • Improving the availability of accessible housing will Maternity have a positive impact on this group • Design standard promotes inclusion of wheelchair/bike/pram space in hall of new social
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Page 95 of 262 rented homes
Socio- economic • Improved provision of affordable housing is a key theme of the PFD, benefiting the socially and economically disadvantaged. • Improve access to housing information and advice Note: Link to Section 6 below Action Plan in terms of addressing impacts
Section 5: Addressing impacts Select which of the following apply (use can choose more than one) and give a brief explanation – to be expanded in Section 6: Action Plan 1. No major change 2. Continue the PFD Continue, no negative impacts identified.
3. Adjust the PFD 4. Stop and remove the PFD Give reasons:
Note: Link to Section 6 below Action Plan
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Page 96 of 262 Section 6: Action Plan Please describe any action which will be taken following the assessment in order to; • reduce or remove any negative impacts, • promote any positive impacts, or • gather further information or evidence or further consultation required Action Responsible Intended outcome Date for Protected Characteristic person (s) completion Collate already Stefan Provides for reporting at year end on Race collected data Kristmanns access of service by different groups.
Carry out further John Kerr Improve understanding of housing research on the housing need. and homelessness needs of the minority ethnic communities. Gender
Gender Reassignment
Review how the Scheme Alan Young Ensure that outcomes were as Disability of Assistance has planned, and check cross cutting operated impacts/uptake with other protected characteristics to ensure efficiency and fairness Age Religion/ Belief
Carry out further John Kerr Improve understanding of housing Sexual Orientation research on the housing need.
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Page 97 of 262 and homelessness needs of the LGBT community. Civil Partnership/ Marriage Pregnancy/ Maternity Socio- economic
Are there any negative impacts which cannot be reduced or removed? please outline the reasons for continuing PFD No
Section 7: Monitoring and review Please detail the arrangements for review and monitoring of the policy How will the PFD be monitored? PFD will be monitored through: What equalities monitoring will WDC Covalent Performance Management System be put in place? • • HSCP processes • The Council’s Housing Management Team • Annual reporting to the Housing and Communities Committee • the Housing Providers Forum, in liaison with RSLs and the Scottish Government • Annual Reporting to the CPWD on SOA elements.
When will the policy be Annually reviewed? Is there any procurement No involved in this PFD? Yes/No Section 8: Signatures
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Page 98 of 262 The following signatures are required: Lead/ Responsible Officer: Signature: Date: EIA Trained Officer: Signature: Date: Section 9: Follow up action Publishing: Forward to community Signature: Date: 10/10/2016 Planning and Policy for inclusion on intranet/ internet pages
Service planning: Link to service Signature: Date: planning/ covalent – update your service plan/ covalent actions accordingly Give details: Committee Reporting: complete Signature: Date: relevant paragraph on committee report and provide further information as necessary Completed form: Pass completed forms Signature: Date: retained within department and copy passed to Policy Development Officer (Equality) within Community Planning and Policy
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Page 99 of 262 Page 100 of 262 ITEM 5
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Lead, Housing and Employability
Housing and Communities Committee: 2 November 2016 ______
Subject: More Homes Better Homes West Dunbartonshire - Strategic Housing Investment Plan 2017-2022
1. Purpose
1.1 This report presents the More Homes Better Homes West Dunbartonshire Strategic Housing Investment Plan (SHIP) for 2017/18 – 2021/22 which is required to be submitted to the Scottish Government by 30 November 2016.
2. Recommendation
2.1 It is recommended that the Council:
i) Agree the proposals for the delivery of the SHIP 2017/18 - 2021/22 as contained in this report and supports the ambition to deliver 1,000 new homes for social rent during the 5 year period of the plan.
ii) Delegate authority to the Strategic Lead, Housing and Employability to
a. submit a final version to the Scottish Government by the end of November 2016, subject to any final amendments in text as a result of the consultative and design process.
b. to submit and implement the investment plans in partnership with relevant stakeholders providing an annual update to Housing and Communities Committee as part of the Local Housing Strategy Annual update.
3. Background
3.1 The Scottish Government requires local authorities to submit a Strategic Housing Investment Plan (SHIP) by 30 November 2016. The core purpose of the SHIP is to set out the strategic investment priorities for affordable housing over a five year period to achieve the outcomes contained in the Local Housing Strategy.
3.2 The SHIP focuses on the delivery of affordable housing by location, type and tenure and indicates how the programme will be resourced, particularly through the Scottish Government’s Affordable Housing Supply Programme Funding (AHSP) and its Council House Building Programme (CHB) component.
Page 101 of 262 3.3 This new Strategic Housing Investment Plan (SHIP) sets out the funding priorities for new affordable housing in West Dunbartonshire for the next five years, 2017/18 – 2021/22. It complements the new West Dunbartonshire Local Housing Strategy 2017 - 2022 being submitted to the Scottish Government in November 2016. The plan comes at an exciting period for social housing in Scotland with the introduction of the Scottish Government’s More Homes Scotland approach to increasing the supply of new affordable housing across the country. This initiative sees £3 billion being committed to deliver 50,000 new affordable homes over the next five years, 35,000 of these being for social rent.
3.4 To assist in advance planning of housing investment, the Scottish Government advises local authorities annually of their minimum Resource Planning Assumptions (RPA). The new RPA shows a significant increase in resources, to a total of £21.42M. For West Dunbartonshire the RPA to 2019/20 is broken down as follows1:
Year Resource Planning Resource Planning Assumption at Assumption at 9 October 2013 September 2016 2015 - 2016 £5.505M - 2016 – 2017 £3.772M £7.65M 2017 - 2018 £2.354M £6.12M 2018 – 2019 £1.570M £4.59M 2019 – 2020 £1.570M £3.06M Total £21.42M Table 1: WD RPA to 2019/20 September 2016 (Showing comparison with previous RPA)
3.5 Given the unprecedented increase in the affordable housing supply programme under the More Homes Scotland initiative, Scottish Government officials have recommended preparing a programme which exceeds the RPA award. This SHIP has taken account of this advice and to match our ambition has significantly “over – programmed” on delivery of projects.
4. Main Issues
4.1 The principal purpose of the SHIP is to set out the strategic investment priorities for affordable housing over a 5 year period to achieve the outcomes set out in the LHS. This SHIP sets out the planned housing investment programme for 5 years, covering the period 2017/18 – 2021/22.
4.2 The Funding for the projects will be from two principal sources:
• the allocation from the Affordable Housing Supply Programme of around £32M and;
1 West Dunbartonshire RPA 2016 – 2020 issued in October 2016.
Page 102 of 262 • it is assumed that the grant will amount to around 60% cost of the new housing. The resources from the housing providers own sources, primarily borrowing, will amount to further investment of more than £25M.
4.3 The SHIP contains tables which detail the projects included in the proposed programme. Tables 1 & 2, list the projects which are expected to be funded from the AHSP covering years 1-3 and 4-5 of the SHIP respectively. The position on the programmes reflects the prioritisation and estimated deliverability of the projects. It must be stressed that inclusion in the SHIP does not guarantee scheme approval, as each proposal will require to go through a further detailed assessment before funding is committed.
4.4 Further discussion will be required with the Scottish Government and our developing RSL partners over the projects listed for Years 4&5. Based on these discussions, a revised Strategic Local Programme will be drawn up with the Scottish Government More Homes Division.
4.5 This year the SHIP introduces a table on the newly introduced Infrastructure Fund designed to help deliver on the Scottish Government’s 50,000 new affordable homes target. The application is being made in an outline form at this stage subject to more detailed analysis and further discussions with Scottish Government More Homes Division. The schemes submitted for consideration at this stage are as follows:
• Queens Quay • Dumbarton Harbour (Phase 2) • Bonhill Primary School (extension) • Dalquhurn • Valeview Terrace • North Moutblow • Townend Road • Dalreoch Quarry • Carless.
4.6 Progress on the previous SHIP’s Priority Projects
The progress on the projects listed as priorities in the SHIP 2015/16 – 2019 is summarised in the table at Appendix 1.
4.7 Years 1 - 3: 2017/18 – 2019/20
The projects shown in this period are:
Site/Developer Number of Units New Council Housing: Second Avenue/Singer Street, 40 units Clydebank Creveul Court, Alexandria 10 units (minimum) St Andrew’s High School, Clydebank 40 units
Page 103 of 262 Housing provided by our Strategic Partner, the Wheatley Group: Carrick Terrace, Castlehill, Dumbarton 31 units Bonhill Primary School, Vale of Leven 44 units Auld Street, Dalmuir, Clydebank 20 units St Andrew’s High School, Clydebank 60 units Stirling Road, Bonhill 8 units (off the shelf) Dumbain Road/Carrochan Road, 35 units (two sites) Haldane Queens Quay, Clydebank 1 150 units
Housing provided by Clydebank HA: Second Ave/Former Bingo Hall, 40 units Radnor Park Queens Quay, Clydebank 2 50 units
Housing provided by Dunbritton HA: Dumbarton Harbour Phase 1 108 units Cottage Hospital, Dumbarton 10 units Golfhill Drive, Dalmonach 10 units Dumbarton Harbour Phase 2 47 units
Housing provided by Knowes HA: Faifley Bowling Club 15 units
Housing provided by Link HA Dalmuir Phase 3 30 units.
4.8 Years 4 & 5: 2020/21 – 2021/22
The programme outlined for Years 1-3 is a very ambitious one and it is likely that there will be significant carryover from these years. Grant funding for these years of the SHIP is less certain and projects featured here are more likely to be subject to variation to their programming. Additional projects tabled for Years 4/5 are as listed below, but a number of these should be considered tentative at this stage:
Site Developer Number of Units Bellsmyre Aitkenbar Council 30 units (minimum ) School Site Ph 1 Bellsmyre Aitkenbar Caledonia HA 30 units TBC School Site Ph 2 Haldane Primary Council 60 units TBC School Site Dumbarton Harbour Dunbritton HA 47 units TBC Phase 2 Dalquhurn Phases Caledonia HA 70 units TBC 4,5,6
Page 104 of 262 Stanford St, Clydebank Clydebank HA 50 units TBC Burnbrae, Gartocharn Dunbritton HA 6 units TBC
4.9 WDC operates a very popular “Buy Back” scheme whereby the Council can repurchase vacant Right to Buy houses to help meet strategic housing objectives. Demand for this project currently outstrips the availability of funding. The Council continues to explore with the Scottish Government the possibility of using the AHSP to support this programme and to widen its remit to include RSL regeneration projects. The SHIP proposes an annual quota of 20 properties at a £25K AHSP support rate, giving a spend of £500,000 each year.
4.10 The SHIP shows the development of over 1,000 new rented homes over the 5-year plan period. This level of development, averaging 200 per year, would represent a step change in the new affordable house building programme which currently has an annual target of 80 units. The delivery of this ambitious plan will depend upon the support of our RSL partners and appropriate funding from the Scottish Government.
4.11 The funding required to deliver this programme to 2019/20 is estimated to be £32.897M. This compares with a Resource Planning Target of £21.42M for the same period, an increase of around 65%.
4.12 All projects contained in the SHIP are for social rent. The new LHS contains a proposal to carry out a review of the Affordability Analysis initially carried out in 2014 with a view to helping inform considerations on alternative tenures such as intermediate/Mid-Market Rent housing options.
4.13 Due to continuing uncertainties over details of some of the proposed projects in the SHIP and the availability of funding, the SHIP will require to show flexibility and be subject to continual monitoring. While a SHIP submission to the Scottish Government is only required to be made every 2 years, the programme will be amended frequently if determined by changing circumstances. Monitoring of progress will be carried out through the Council’s Housing Development team who perform the Strategic Housing Authority role within West Dunbartonshire and through key statutory consultative structures such as the Housing Providers Forum, and programme review meetings with the Scottish Government. . 4.14 The Council has carried out an analysis of potential projects against an objective Prioritisation Scoring Matrix (PSM) and scored them accordingly. A number of factors are taken into account including availability of land, type of housing being proposed, compliance with LHS objectives, deliverability and value for money. This analysis has informed this SHIP.
5. People Implications
5.1 There are no direct implications.
6. Financial Implications
Page 105 of 262 6.1 There is a danger that future resource allocation could suffer if the SHIP fails to demonstrate a deliverable affordable housing programme. In respect of the Council House Build element, financial modelling demonstrates that the new council house building programme is beneficial to the HRA.
6.2 The impacts of delivering the SHIP will be continually reviewed and assessed through the Council’s HRA Business Plan Model and there are currently no negative impacts.
7. Risk Analysis
7.1 It will be vital that adequate projects and sites are identified to make use of the funding opportunities available. There is a risk that the outputs set out in the SHIP will not be met. A number of the projects are at an early stage and in some cases constraints, including infrastructural ones, remain to be overcome.
8. Equalities Impact Assessment (EIA)
8.1 An integrated impact assessment has been carried out on the parent strategy, the Local Housing Strategy 2017 - 2022 which predicted that the strategy would have an overwhelmingly positive impact.2
8.2 All new housing supported through the programme will be compliant with the West Dunbartonshire Design Standard and will meet the Housing for Varying Needs requirements. The SHIP supports the delivery of specialist housing provision.
9. Consultation
9.1 The SHIP was drawn up in consultation with potential RSL partners and the Scottish Government Housing Supply Division. Where an interest has been shown, detailed discussions have taken place with the developer on how the project could be accommodated in the programme. WDC welcomes the increase in development interest from RSLs resulting from the recent increase in grant subsidy levels.
9.2 The preparation of the SHIP has been a corporate task, involving all relevant departments of the Council and has been carried out with the collaboration of colleagues in the Scottish Government More Homes Division.
10. Strategic Assessment
10.1 This Strategic Housing Investment Plan presents the priorities for affordable and deliverable housing development for the next five years as set out in the LHS. It also supports the Council’s key strategic priorities to:
2 The report can be found here: http://www.west-dunbarton.gov.uk/media/753481/lhs_eia_draft_sept_2011.pdf
Page 106 of 262 • Improve local housing and environmentally sustainable infrastructure • Improve economic growth and employability • Improve the well-being of communities and protect the welfare of vulnerable people • Improve care for and promote independence with older people • Improve life chances for children and young people.
Peter Barry Strategic Lead, Housing and Employability Date: 18 October 2016
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Jamie Dockery – Strategic Housing Officer, Housing Development Team, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737366, email: [email protected]
Appendices: 1. Priority Programme Update 2. West Dunbartonshire Draft Strategic Housing Investment Plan 2017-2022
Background Papers: 1. LHS Equalities Impact Assessment
Wards Affected: All
Page 107 of 262 Page 108 of 262 Appendix 1 SHIP 2015/16 - 2019/20 Priority Projects : Progress Report Project Previous Previous Included in new Comments Developer Units SHIP 2017/22 - (Social rented Developer unless stated). Second Avenue/Singer St, WDC 40 Yes Demolition complete. New Build due to start in Clydebank WDC early 2017. Carrick Terrace, Castlehill, Wheatley/Cube 31 Yes Recently started on site and due to complete in Dumbarton Wheatley/Cube August 2017.
Bonhill Primary School/Croft Wheatley/Cube 77 Yes Croft St/Raglan St site assembly difficulties have St/Raglan St, Vale of Leven Wheatley/Cube caused these areas to be dropped from the project. The unit numbers for the school site have dropped to 44. Site start is scheduled for early 2017. Auld St Phase 1, Dalmuir Wheatley/Cube 27 Yes Now 20 units. Wheatley/Cube Site start due in December 2016. Former Bingo Hall, Radnor Park Wheatley/Cube 40 Yes Now being developed by Clydebank HA as a 30 Clydebank HA unit project. Demolition complete. New Build scheduled to be completed in late 2017. Westcliff, Dumbarton Wheatley/Cube 50 Yes Unit numbers to be confirmed but likely to reduce. Wheatley/Cube Unlikely to start until 2018. Carrochan Road, Haldane Wheatley/Cube 12 shared Yes Cube now propose all social rent. equity Wheatley/Cube Creveul Court/Golfhill Dr, tbc 17 Yes WDC/Dunbritton WDC will now develop Creveul, providing 10 Alexandria HA older people’s houses (previously Caledonia/Dunbritton as a joint project). Dunbritton HA propose plan to provide 7 units at Golfhill Drive in 2018/19. Clydebank School Site tbc 50 Yes WDC/Wheatley St Andrew’s High School site acquired by /Cube Housing Revenue Account for approx. 100 unit joint project with Cube HA. Site start planned in 2017/18.
Dumbarton Harbour tbc 63 Yes Site acquired by Dunbritton for 108 units. Site Dunbritton HA start due 2017/18 Page 109 of 262 Page 110 of 262 APPENDIX 2
More Homes Better Homes West Dunbartonshire
Draft West Dunbartonshire Council Strategic Housing Investment Plan 2017/18 – 2021/22
Page 111 of 262 Contents Page
Foreword 2
Introduction 3
Purpose of the Strategic Housing Investment Plan 4
Key Objectives 5
Policy Context 5
Local Housing Strategy 6
Project Assessment Methodology 7
Funding 8
Progress on Previous SHIP 9
SHIP Priority Projects 10
Consultation 12
Infrastructure Fund 13
Constraints 13
Local Authority Assistance in Delivery of the SHIP 14
Energy Efficiency, Environmental Standards and Sustainability 14
Equalities Issues 15
Strategic Environmental Assessment 15
Monitoring 15
Annexe A Completed SHIP Templates
Annexe B Completed Scoring Matrix
Page 112 of 262 Foreword More Homes Better Homes West Dunbartonshire West Dunbartonshire’s Local Housing Strategy has a vision
“ To develop and maintain a partnership approach, maximizing opportunities to promote the growth of the housing sector, create opportunities to deliver joint solutions, meet housing need and provide a wide range of high quality and sustainable housing in a strong well-functioning local housing system”.
This new Strategic Housing Investment Plan (SHIP) sets out the funding priorities for new affordable housing in West Dunbartonshire for the next five years, 2017/18 – 2021/22. It complements the new West Dunbartonshire Local Housing Strategy 2017 -2022 being submitted to the Scottish Government in November 2016. The plan comes at an exciting period for social housing in Scotland with the introduction of the Scottish Government’s More Homes Scotland approach to increasing the supply of new affordable housing across the country. This initiative sees £3 billion being committed to deliver 50,000 new affordable homes over the next five years, 35,000 of these being for social rent. The new target represents a 67 per cent increase in affordable housing supply.
The extra homes are expected to support, on average, around 20,000 jobs per year and generate in excess of £10 billion in economic activity over the course of this Parliament.
West Dunbartonshire Council has welcomed this initiative and is committed to playing a part in its delivery. To maximise the benefit to West Dunbartonshire and its residents, the Council will be working with our development partners to take forward affordable housing opportunities under the banner More Homes West Dunbartonshire. Together we aim to provide a broad range of high quality affordable homes in safe and attractive neighbourhoods, meeting the needs of existing and future residents.
To support the delivery of the More Homes Scotland approach, the Scottish Government has introduced a new flexible five-year grant and loan fund for enabling infrastructure support to housing. The Infrastructure Fund was initiated in 2016/17, with up to £50 Million being available in the first year. It is anticipated that this fund will be of great assistance in helping the supply of housing sites.
As well as seeking to increase the numbers of new homes, West Dunbartonshire Council is committed to driving up the quality of new housing and to this end has introduced the West Dunbartonshire Design Standard. This pioneering new benchmark will require all new homes supported through the Affordable Housing Supply Programme to meet a higher standard than the statutory minimum. It will improve energy efficiency and also encourage better external layouts and internal space standards. The outcome will be homes which are significantly cheaper to heat for future tenants and which are more environmentally sustainable.
Page 113 of 262 1. Introduction
1.1 The Strategic Housing Investment Plan (SHIP) 2017/18 – 2021/22 sets out the funding priorities for affordable housing in West Dunbartonshire for the next five years.
1.2 The main focus of the SHIP is the targeting of the Scottish Government’s Affordable Housing Supply Programme Funding (AHSP), including its Council House Building Programme (CHB) component. The SHIP indicates how the Council will assist in meeting the Scottish Government’s commitment to deliver new affordable housing.
1.3 The Scottish Government requires local authorities to produce a SHIP every two years. The SHIP has been prepared in light of HSGN 2014/07 Guidance on the Preparation of Strategic Housing Investment Plans1, HSGN 2014/05 Affordable Housing Supply Programme – Process and Procedures2 and HSIDGN 2015/03 - Application of Benchmark Grant and Rent Assumptions 2015 - 2016 and Treatment of Variations to Benchmark and Cost Overruns3.
1.4 The SHIP is renewed every 2 years and this year it coincides with the new Local Housing Strategy preparation, which has a five year cycle. The new Local Housing Strategy 2017 – 20224 is also due to be submitted to the Scottish Government in November 2016. This SHIP has been drafted in conjunction with the new LHS.
1.5 Housing Services has worked with all appropriate service areas and with the West Dunbartonshire HSCP in the preparation of this Plan. Consultation has taken place with the RSLs operating in West Dunbartonshire through the Housing Providers Forum. The Scottish Government More Homes Division Glasgow and Clyde Area Team have also contributed to the preparation of this SHIP.
1.6 To assist in advance planning of housing investment, the Scottish Government advises local authorities annually of their minimum Resource Planning Assumptions (RPA). The new RPA shows a significant increase in resources. For West Dunbartonshire the RPA to 2019/20 is broken down as follows5:
1 SG Guidance on the Preparation of Strategic Housing Investment Plans HSGN 2014/07 July 2014 http://www.scotland.gov.uk/Resource/0045/00456884.pdf 2 SG Guidance AHSP – Process and Procedures http://www.scotland.gov.uk/Topics/Built- Environment/Housing/investment/guidancenotes/GuidanceNotes2014/HSGN201405-AHSP- Process-and-Procedures 3 http://www.gov.scot/Topics/Built- Environment/Housing/investment/guidancenotes/GuidanceNotes2015/HSIDGN-2015-03- Benchmark-Grant 4 West Dunbartonshire Draft Local Housing Strategy 2017 - 2022 5 West Dunbartonshire RPA 2015 – 2018 issued in October 2015.
Page 114 of 262 Year Resource Resource Planning Planning Assumption Assumption at at October 31 August 2013 2016 2015 - 2016 £5.505M - 2016 – 2017 £3.772M £7.65M 2017 - 2018 £2.354M £6.12M 2018 – 2019 £1.570M £4.59M 2019 – 2020 £1.570M £3.06M Total £21.42M Table 1: WD RPA to 2019/20 October 2016 (Showing comparison with previous RPA)
1.7 Given the unprecedented increase in the affordable housing supply programme under the More Homes Scotland initiative, Scottish Government colleagues have recommended preparing a programme which significantly exceeds the RPA award. This SHIP has taken account of this advice and “over – programmed” on delivery of projects.
1.8 Funding shown for projects is an indication only of the spending plans and does not guarantee that these sums will be made available. Each proposal will require going through a further detailed assessment before funding is committed.
1.9 Following submission, local authority approved SHIPs will be used by the Scottish Government to redraft Strategic Local Programme Agreements (SLPAs) which will set out the programme of housing that will be funded through the AHSP over the next 3 years. These SLPAs will give more detail on spend on a scheme by scheme basis by year.
2. Purpose of the Strategic Housing Investment Plan
2.1 The principal purpose of the SHIP is to set out the strategic investment priorities for affordable housing over a 5 year period to achieve the outcomes set out in the LHS. This SHIP sets out the planned housing investment programme for 5 years, covering the period 2017/18 – 2021/22.
2.2 The SHIP should:
• Set out investment priorities for affordable housing • Demonstrate how these will be delivered • Identify the resources required to deliver these priorities • Enable the involvement of key partners.
2.3 Key investment priorities on a site by site basis are set out in the templates attached to this plan. The templates give information on the following:
Page 115 of 262 • Housing priorities (projects not yet approved or on site) • Estimated start and completion dates • Projected funding sources • The number of units to be provided (by tenure) • Funding requirements of Committed Projects.
3. Key Objectives
3.1 The principal objective of the SHIP is to help deliver on the Council’s key housing priorities as contained in the current LHS6, and subsequent housing policy developments, in particular by directing investment to the agreed regeneration areas and on increasing the supply of new affordable housing across West Dunbartonshire. The LHS notes an annual Housing Supply Target of 230 new houses across all tenures, with 80 of these being for Social Rent. The LHS and this SHIP propose delivery of significantly more social rented homes.
3.2 The Council has welcomed the Scottish Government’s commitment to deliver 50,000 new affordable homes over the next 5 years under the More Homes Scotland banner supported by measures such as increasing investment, making planning more effective and supporting infrastructure.7 The Council is committed to playing its part in delivering on this target and to assist in this process has rebranded the work being carried out through the AHSP and contained in this SHIP as More Homes, Better Homes West Dunbartonshire.
3.3 To assist in the development of new housing the Council has identified a number of strategic disposal sites.8. The Council has also entered into a Strategic Housing Partnership with the Wheatley Group to bring added value to the delivery of affordable housing. There will continue to be scope for other housing developers to make a contribution to the programme and the Council is delighted that some RSLs which have been inactive recently have decided resume a development role. .
4. Policy Context
4.1 The Scottish Government’s Joint Delivery Plan, developed by the Joint Housing Policy and Delivery Group, identifies priority actions that representatives from across the housing sector agree need a specific focus to ensure we are able to deliver the strategic objectives set out in Homes Fit for the 21st Century, and other subsequent Scottish Government strategies with a bearing on housing.9 The Council has been an active participant in the group.
6 West Dunbartonshire Council Local Housing Strategy 2011 – 2016 November 2011 and subsequent Annual Updates. This SHIP has been drawn up in conjunction with the new LHS 2017- 2022 November 2016. 7 http://news.scotland.gov.uk/News/50-000-homes-pledge-1f72.aspx 8 West Dunbartonshire Council’s Refreshed Economic Development Strategy 2013 -2016 May 2013 9 http://www.gov.scot/Publications/2015/05/3392 June 2015
Page 116 of 262 4.2 The LHS provides the principal the West Dunbartonshire Council policy backdrop to the SHIP.
4.3 West Dunbartonshire Council through its representative organisations COSLA and ALACHO will continue to engage with the Scottish Government in identifying more effective and better value process for the delivery of new affordable housing.
4.4 Welfare reform continues to have an impact on the HRA and the financial resources available to deliver all housing related objectives. While Scottish Government funding support has helped to mitigate the impact of the “bedroom tax”, the full effect of other welfare reform measures including Universal Credit and caps on Local Housing Allowance is still to be felt.
5. Local Housing Strategy
5.1 There continues to be an emphasis on regeneration in the Local Housing Strategy, recognising the need to improve many of our neighbourhoods and to provide housing which meets the changing requirements of our communities. In particular, we recognise that physical access to too many of the houses is an issue. Similarly, we know that there is a size imbalance between the available housing and the demand, with a particular shortage of 1-bedroom properties and larger sized houses. We wish to use the AHSP projects to help rebalance the stock profile to help address these issues.
5.2 In addition to the regeneration agenda, the Council is keen to encourage an increase the housing supply more generally across West Dunbartonshire to mitigate an ageing demographic and to stimulate the local economy.
5.3 The last SHIP reported a reduction in interest among local RSLs as developers of housing. We are pleased to report that the situation has improved and a number have expressed a desire to restart their development programme in light of the significantly increased grant benchmarks introduced by the Scottish Government in January 201610.
5.4 The Council and the Wheatley Group have continued to develop our innovative strategic partnership to help achieve our social housing delivery ambitions by bringing extra resources to the development table. This partnership is complementary to work being done with other
10 Following work done by the short life Subsidy Working Group in late 2015, the Scottish Government announced increased grant subsidy benchmarks for projects receiving approval after 25 January 2016. This has meant a grant increase of around £12K per unit for new RSL homes in West Dunbartonshire. WDC is lobbying for other measures to help in the delivery of new affordable housing including parity between Council and RSL benchmark subsidy rates and debt write off.
Page 117 of 262 developing partners. A report is made annually to the Housing and Communities Committee on progress with the strategic partnership.
5.5 There is a shared recognition that the Housing Sector – through the leadership of the Council – and the West Dunbartonshire Health and Social Care Partnership (HSCP) must work together closely in supporting the delivery of the health and social care integration agenda. The Local Housing Strategy notes that successful housing and social care support depends on the location, model and range of housing available.
5.6 The HSCP provides knowledge on the health and social care needs of the West Dunbartonshire population and works with the housing sector in developing the new build housing programme, in regeneration planning and in preparing the SHIP. The SHIP supports the policy of shifting the balance of care from institutional settings to tenancy based support in the community.
5.7 A Housing Contribution Statement11 been drawn published which acts as the bridge between the HSCP Strategic Plan and the Local Housing Strategy and sets out the important role housing will play in the Health and Social Care integration process.
5.8 Given the demographic, the geography and the nature of our housing stock, accessibility to housing for people with a mobility issue is a big concern in West Dunbartonshire. We will continue to encourage developers to shift from flatted developments to ones which meet the needs of people with mobility issues. All new housing supported by the AHSP is required to satisfy Housing for Varying Needs (HfVN) criteria. We also aim to improve the supply of housing suitable for wheelchair users. In some circumstances the provision of lifts may present a solution to accessibility issues.
5.9 An Affordability Analysis carried out for the Council in 2014 did not indicate a strong market for intermediate/mid-market rent products (MMR)12. However, some RSLs retain an interest in looking at such products and further consideration will be given to any proposals of this nature which may be brought forward.
6. Project Assessment Methodology
6.1 Projects considered for inclusion in the SHIP are subject to a matrix based scoring analysis to rationalise their relative merits. Various criteria are employed in assessing and prioritising the projects. These are:
11 WD HSCP Board Housing Contribution Statement 2016 http://www.wdhscp.org.uk/media/1559/wdhscp-housing-contribution-statement-2016.pdf 12 West Dunbartonshire Council Rent Restructure and Affordability Review Arneil Johnston September 2014
Page 118 of 262 • the strategic priorities of the Council • contribution towards meeting the assessed housing need and demand • meeting regeneration objectives • SIMD scoring • affordability • deliverability including site constraints • level of subsidy required.
The results of the exercise are contained in Annexe B Scoring Matrix.
6.2 There are some information gaps in respect of some projects: the Programme therefore will be subject to reassessment. Some such projects are noted in the SHIP pro-forma. The scoring will be updated as more information becomes available.
7. Funding
7.1 As noted above, the new subsidy benchmarks announced in January 2016 have assisted RSL developers engage with the new build programme. The Council 3-person equivalent rate (greener) stands at £59,000 while that for an RSL is £72,000.
7.2 Funding for the projects in this programme comes from two principal sources:
• the allocation from the Affordable Housing Supply Programme as noted at 1.8 above as £32.897M and • the resources from the housing providers sources, primarily private borrowing by RSLs and Prudential borrowing by the Council, amounting to around £25M.
7.3 Unless otherwise known, it has been assumed that RSLs projects will be seeking the current benchmark support figure of £72K per unit (3 person equivalent) and that the Council equivalent will be £59K. It is estimated that the unit cost for a new build house will be around £110K but it is understood that there is upward pressure on prices.
7.4 Where a Council House Building project is proposed on a Housing Revunue Account site, it is assumed that there will be no acquisition costs to the project.
7.5 In collaboration with the Scottish Government More Homes Division, the Council will continue to consider alternative and innovative funding proposals for the delivery of affordable housing. In addition, we will seek to explore with partner RSLs any opportunities to support the programme with funding from their financial reserves or other sources.
7.6 West Dunbartonshire Council’s strategic agreement arrangement with the Wheatley Group requires that WG projects will be provided at 25%
Page 119 of 262 under the normal benchmark figure with a view to enabling the grant funding to go further.
8. Progress on Previous SHIP
8.1 Progress on the SHIP 2015/16- 2019/20 priority projects is summarised the table below: Project Previous Previous Included in Comments Developer Units new SHIP (Social 2017/22 - rented Developer unless stated). Second WDC 40 Yes Demolition complete. Avenue/Singer WDC New Build due to start in St, early 2017. Clydebank Carrick Wheatley/Cube 31 Yes Recently started on site Terrace, Wheatley/Cube and due to complete in Castlehill, August 2017. Dumbarton Bonhill Wheatley/Cube 77 Yes Croft St/Raglan St site Primary Wheatley/Cube assembly difficulties School/Croft have caused these St/Raglan St, areas to be dropped Vale of Leven from the project. The unit numbers for the school site have dropped to 44. Site start is scheduled for early 2017.
Auld St Phase Wheatley/Cube 27 Yes Now 20 units. 1, Dalmuir HA Wheatley/Cube Site start due in December 2016. Former Bingo Wheatley/Cube 40 Yes Now being developed Hall, Radnor HA Clydebank by Clydebank HA as a Park 44 unit project. Demolition complete. New Build scheduled to be completed in late 2017. Westcliff, Wheatley/Cube 50 Yes Unit numbers to be Dumbarton HA Wheatley/Cube confirmed. Timescale start date 2018. Carrochan Wheatley/Cube 12 shared Yes Cube now propose all Road, Haldane HA equity Wheatley/Cube social rent. Creveul tbc 17 Yes WDC will now develop Court/Golfhill WDC/Dunbritton Creveul, providing 10
Page 120 of 262 Dr, Alexandria older people’s houses (previously Caledonia/Dunbritton as a joint project). Dunbritton HA propose plan to provide 7 units at Golfhill Drive in 2018/19. Clydebank tbc 50 Yes St Andrew’s High School Site WDC/Wheatley School site acquired by /Cube Housing Revenue Account for approx. 100 unit joint project with Cube HA. Site start planned in 2017/18. Dumbarton tbc 63 Yes Site acquired by Harbour Dunbritton Dunbritton for 108 units. Site start due 2017/18
9. SHIP 2017- 2022: Priority Projects
9.1 The projects shown in this period are:
Site/Developer Number of Units New Council Housing: Second Avenue/Singer Street, 40 units Clydebank Creveul Court, Alexandria 10 units (minimum) St Andrew’s High School, 40 units Clydebank 90 units Housing provided by our Strategic Partner, the Wheatley Group: Carrick Terrace, Castlehill, 31 units Dumbarton Bonhill Primary School, Vale of 44 units Leven Auld Street, Dalmuir, Clydebank 20 units St Andrew’s High School, 60 units TBC Clydebank Stirling Road, Bonhill 8 units (off the shelf) Dumbain Road/Carrochan Road, 35 units (two sites) Haldane Queens Quay, Clydebank Phase 1 150 units 348 units Housing provided by Clydebank HA:
Page 121 of 262 Second Ave/Former Bingo Hall, 44units Radnor Park Queens Quay, Clydebank Phase 2 50 units 94 units Housing provided by Dunbritton HA: Dumbarton Harbour Phase 1 108 units Cottage Hospital, Dumbarton 10 units Golfhill Drive, Dalmonach 10 units Dumbarton Harbour Phase 2 47 units 175 units Housing provided by Knowes HA: Faifley Bowling Club 15 units
Housing provided by Link HA Dalmuir Phase 3 30 units.
9.2 Years 4 & 5: 2020/21– 2021/22 The programme outlined for Years 1-3 is a very ambitious one and it is likely that there will be significant carryover from these years. Grant funding for these years of the SHIP is less certain and projects featured here are more likely to be subject to variation to their programming. Additional projects tabled for Years 4/5 are as listed below, but this should be considered a tentative programme at this stage:
Site Developer Number of Units Bellsmyre Aitkenbar Council 30 units TBC School Site Ph 1 Bellsmyre Aitkenbar Caledonia HA 30 units TBC School Site Ph 2 Haldane Council 60 units TBC
Dumbarton Harbour Dunbritton HA 47 units TBC Phase 2 Dalquhurn Phases Caledonia HA 70 units TBC 4,5,6 Burnbrae, Gartocharn Dunbritton HA 6 units TBC Total Units 243 units
9.3 WDC operates a very popular “Buy Back” scheme whereby the Council can re- purchase vacant Right to Buy houses to help meet strategic housing objectives. Demand for this project currently outstrips the availability of funding. The Council continues to explore with the Scottish Government the possibility of using the AHSP to support this programme and to widen its remit to include RSL regeneration projects. The SHIP proposes an annual quota of 20 properties at a £25K AHSP support rate, giving a spend of £500,000 each year on the Buy Back scheme.
Page 122 of 262 9.4 The SHIP shows the development of over 1,000 new rented homes over the 5-year plan period. This level of development, averaging 200 per year, would represent a step change in the new affordable house building programme which currently has an annual target of 80 units. The delivery of this ambitious plan will depend upon the support of our RSL partners and generous funding from the Scottish Government.
9.5 The funding required to deliver this programme to 2019/20 is estimated to be £32.897M. This compares with a Resource Planning Target of £21.42M for the same period, an increase of around 65%.
9.6 All projects contained in the SHIP are for social rent. The new LHS contains a proposal to carry out a review of the Affordability Analysis initially carried out in 2014 with a view to helping inform considerations on alternative tenures such as intermediate/Mid-Market Rent housing options.
9.7 Due to continuing uncertainties over details of some of the proposed projects in the SHIP and the availability of funding, the SHIP will require to show flexibility and be subject to continual monitoring. While a SHIP submission to the Scottish Government is only required to be made every 2 years, the programme will be amended annually or more frequently if determined by changing circumstances. Monitoring of progress will be carried out through the Council’s performance management system and through key structures such as the Housing Providers Forum, Housing Improvement Board and programme review meetings with the Scottish Government.
9.8 The Council has carried out an analysis of potential projects against an objective Prioritisation Scoring Matrix and scored them accordingly. A number of factors are taken into account including availability of land, type of housing being proposed, compliance with LHS objectives, deliverability and value for money. This analysis has informed this SHIP.
9.4 The SHIP scoring matrix contains a longer list of projects which have been brought forward for consideration. If there is slippage, or if additional funding becomes available, some of these projects may be taken forward. We will remain open to consideration of other projects which may be presented during the course of this plan period.
10. Consultation
10.1 This SHIP has been prepared in consultation with all RSLs operating in West Dunbartonshire who were approached with a “call for sites” for consideration for inclusion in the programme.
10.2 The proposed SLP was the subject of a special meeting of the Housing Providers Forum on 29th August 2016 and subsequent individual meetings took place with potential developers.
Page 123 of 262 10.3 The Scottish Government’s More Homes Division, Glasgow and Clyde Team were of particular assistance in drawing up this SHIP.
11. Infrastructure Fund
11.1 To assist in the delivery of the new affordable housing targets, the Scottish Government has announced the introduction of an infrastructure support fund designed to unlock sites which otherwise would lie derelict13. It will provide grants for local authorities and RSLs as well as loans to the private sector.
11.2 The Infrastructure Fund is a flexible five-year grant and loan fund offering up to £50 Million of support during its first year, 2016/17. The Housing Infrastructure Fund comprises two main elements:
• Infrastructure loans (to non-public sector organisations) • Infrastructure grant available to local authorities and registered social landlords (RSLs) to support affordable housing delivery
11.3 This SHIP contains a schedule showing the West Dunbartonshire Council application for Infrastructure Fund support. The schedule gives an indication of the impact which the Fund might help to achieve in West Dunbartonshire. While full guidance is not yet available on how the Fund will be administered, it is considered that it will provide significant assistance in the delivery of new affordable housing in West Dunbartonshire.
12. Constraints
12.1 The Scottish Government is clear that it wishes SHIPs to have an emphasis on deliverability. In preparing the SHIP, every effort has been made to take account of any constraints that may affect the delivery of the projects.
12.2 The Council, in its assessment scoring process, takes account of constraints to the delivery of each project.
12.3 It is anticipated that the new Infrastructure Fund outlined at section 11 above will be of assistance in overcoming a number of the principal site constraints during the period of the plan.
13. Local Authority Assistance in the Delivery of the SHIP
13http://www.gov.scot/Topics/Built-Environment/Housing/supply-demand/housing- infrastructure-fund
Page 124 of 262 13.1 The Council is committed to assist where possible in the delivery of the SHIP projects within the context of the More Homes West Dunbartonshire initiative.
13.2 Within the Council, an officers’ More Homes Delivery Group has been established to drive forward the local authority element of the programme. A number of sites have been identified for the extension of the Council’s new build programme, supported by prudential borrowing, the CHB and the Council’s rent pooling strengths.
13.3 Vacant sites in the Housing Revenue Account, or areas of surplus stock, will generally be available to support the development of social rented housing. The Council has identified a series of Strategic Development sites, some of which will be made available for affordable housing projects. Housing will work closely with Planning to ensure an adequate supply of development land to meet the increased targets.
14 Energy Efficiency, Environmental Standards and Sustainability
14.1 Local Authorities are among a wide range of public bodies required to meet the duties place on them by the Climate Change (Scotland) Act 2009.14 In this context, developments arising from the SHIP must take account of the change agenda. New Build developments must contribute to the Single Outcome Agreement local outcome commitment to reduce fuel poverty.
14.2 The Council has introduced a pioneering a new higher standard for Council and Housing Association homes being built in West Dunbartonshire. The West Dunbartonshire Design Standard applies to all new build projects being supported by the Affordable Housing Supply Programme and requires these homes to meet a higher standard than the statutory minimum. New homes constructed under this scheme will achieve an Energy Efficiency Rating of B and an Environmental Impact Rating of B. As well as improving energy efficiency, the policy will also encourage better external design and internal space standards.15 The Design Standard has been shortlisted for the prestigious Chartered Institute of Housing (Scotland) 2016 Excellence Awards National Good Practice Awards in the category “Excellence in Housing Innovation”.
14.3 The Council continues to encourage the consideration of district heating systems or other innovative measures which contribute to meeting climate change objectives. Investigation of such a scheme is underway for the wider Queens Quay Regeneration Project and it is hoped that the housing projects would form part of any resulting DHS. 15. Equalities Issues
14 http://www.opsi.gov.uk/legislation/scotland/acts2009/asp_20090012_en_1
15 WDC Design Standard https://www.west-dunbarton.gov.uk/council/strategies-plans-and- policies/housing/strategic-housing-investment-plan/
Page 125 of 262 15.1 West Dunbartonshire Council is committed to delivering good quality services which are underpinned by a clear understanding of Equality and Diversity and to promoting and sustaining equality and inclusion, and equality and diversity principles.
15.2 An integrated impact assessment was carried out on the LHS which predicted that the strategy would have an overwhelmingly positive impact.16
16. Strategic Environmental Assessment (SEA)
16.1 A Strategic Environmental Assessment (SEA) pre - screening report has been carried out in respect of the parent Local Housing Strategy. The Council has determined that a SEA is not required in this instance17.
17. Monitoring
17.1 The SHIP will require to show flexibility and will be subject to continual monitoring. While the SHIP only has to be submitted every two years, the programme will be amended annually or more frequently if determined by changing circumstances. Monitoring of progress will be carried out through the Council’s Covalent performance management system and through key structures such as the Housing Providers Forum, the Housing Improvement Board, the More Homes Delivery Group and programme review meetings with the Scottish Government.
16 The report can be found here: http://www.west-dunbarton.gov.uk/media/753481/lhs_eia_draft_sept_2011.pdf 17 http://www.west-dunbarton.gov.uk/housing/local-housing-strategy/strategic-environmental-assessment- screening/
Page 126 of 262 MORE HOMES DIVISION
STRATEGIC HOUSING INVESTMENT PLAN 2017/18-2021/22
Table 1 - AFFORDABLE HOUSING SUPPLY PROGRAMME - Years 1-3 2017/18-2019/20
West Dunbartonshire Council
PROJECT SUB-AREA PRIORITY GEOGRAPHIC GEOGRAPHIC CODE DEVELOPER UNITS - TENURE UNITS - BUILT FORM UNITS - TYPE GREENER STANDARDS APPROVAL DATE UNITS - SITE STARTS UNITS - COMPLETIONS SG FUNDING REQUIRED (£0.000m) COORDINATES (Numeric Value - from Type of PRE 2017/18 2018/19 2019/20 2017/18 2018/19 2019/20 PRE 2017/18 2018/19 2019/20 TOTAL SG (X:EASTING Drop Down Table Specialist 2017/18 2017/18 FUNDING Y:NORTHING) Below) LCHO - LCHO - LCHO - Particular Total REQUIRED Mid Market Shared Shared Improvement Total Off the Total Specialist Need (If Units Financial Year OVER SHIP Low / Medium / High Social Rent Rent Equity Ownership for Sale PSR Units Rehab Shelf NB Units GN Provision Known) by Type Enter Y or N (Estimated or Actual) PERIOD Carrick Terrace, Dumbarton Dumbarton / Vale High X237901 Y675872 5 Cube HA 31 31 31 31 31 31 Y 2016/17 31 31 1.050 0.503 0.503
Second Avenue,Singer Street, Clydebank Clydebank High X249628 Y671124 9 Council 40 40 40 40 39 1 Accessible 40 Y 2016/17 40 40 0.500 1.708 1.708 bungalow Dalmuir Phase 3 Clydebank High X248237 Y671355 5 Link HA 30 30 30 30 30 30 Y 2015/16 30 30 1.892 1.892
Former Bingo Hall, Radnor Park Clydebank High X249740 Y671091 5 Clydebank HA 40 40 40 40 36 4 Wheelchair 40 Y 2015/16 40 40 2.763 2.763
Auld St, Dalmuir Clydebank High X248424 Y671007 5 Cube HA 20 20 20 20 20 Y 2016/17 20 20 0.563 0.106 0.106
Bonhill Primary Dumbarton/Vale High X239528 Y679279 5 Cube HA 44 44 44 44 44 Y 2016/17 44 44 0.800 1.333 1.333
Creveul Court, Alexandria Dumbarton/Vale High X239225 Y680114 9 Council 10 10 10 10 10 Older people 10 Y 2017/18 10 10 0.590 0.590
Dumbain/Carrochan, Haldane Dumbarton / Vale Medium X240069 Y682101 5 Cube HA 35 35 35 35 32 3 35 Y 2016/17 35 35 0.800 0.778 0.778
Stirling Road, Dumbarton/Vale Medium X239961 Y678390 5 Cube HA 8 8 8 8 8 Y 2016/17 8 8 0.312 0.312
Cottage Hospital, Dumbarton Dumbarton/Vale Medium X240142 Y676085 5 Dunbritton HA 10 10 10 10 9 1 Wheelchair 10 Y 2018/19 10 10 0.150 0.700 0.850
Dumbarton Harbour Dumbarton/Vale High X239909 Y675227 5 Dunbritton HA 108 108 108 108 88 20 108 Y 2016/17 108 108 4.500 3.060 7.560
St Andrew's High School, Clydebank Clydebank High X250165 Y6699660 9 Council 40 40 40 40 30 10 40 Y 2017/18 40 40 2.360 2.360
St Andrew's High School, Clydebank Clydebank High X250165 Y6699660 5 Cube HA 60 60 60 60 50 10 60 Y 2017/18 60 60 3.150 3.150
Queens Quay Phase 1 Clydebank High X249875 Y669728 5 Cube HA 150 150 150 150 135 15 150 Y 2018/19 75 75 150 4.000 2.300 6.300
Queens Quay Phase 2 Clydebank High X249875 Y669728 5 Clydebank HA 50 50 50 50 45 5 50 Y 2018/19 50 50 2.500 2.500
Westcliff, Dumbarton Dumbarton / Vale High X237731 Y675766 5 Cube HA 50 50 50 50 45 5 50 Y 2017/18 50 50 1.219 1.219
Golfhill Drive, Dalmonach Dumbarton/Vale High X239836 Y680288 5 Dunbritton HA 7 7 7 7 7 7 Y 2018/19 7 7 0.490
Faifley Bowling Club Clydebank Low X251024 Y673219 5 Knowes HA 15 15 15 15 13 2 Wheelchair 15 Y 2018/19 15 15 0.550 0.550
Mitchell Way, Alexandria Dumbarton/Vale Medium X239151 Y680047 5 tbc 24 24 24 24 24 24 Y 2017/18 24 24 1.728 1.728
Buy Back Properties West Dunbartonshire High 5 Council/HAs 60 60 60 60 60 60 N 2016/17 20 20 20 0.500 0.500 0.500 1.500
Stanford Street, Clydebank* Clydebank Medium X249875 Y669728 5 Clydebank HA 80 80 80 80 60 20 Wheelchair 80 Y 2018/19 80 0.800 0.000
Dumbarton Harbour Phase 2* Dumbarton High X239909 Y675227 5 Dunbritton HA 47 47 47 47 42 5 47 Y 2019/20 0.470 0.000
0 0 0 0.000
Total 959 0 0 0 0 0 959 0 60 899 959 776 111 0 959 195 181 155 268 245 319 13.909 16.188 2.800 32.897
Drop Down Table Values Numerical Value Geographic Code
1 West Highland/Island Authorities/Remote/Rural Argyll RSL - SR - Greener
2 West Highland/Island Authorities/Remote/Rural Argyll RSL - SR - Other
3 Other Rural RSL - SR - Greener
4 Other Rural RSL - SR - Other
5 City and Urban RSL - SR - Greener
6 City and Urban RSL - SR - Other RSL - Mid-Market 7 All Rent - Greener RSL - Mid-Market 8 All Rent - Other
9 All Council - SR - Greener
10 All Council -SR - Other
Page 127 of 262 MORE HOMES DIVISION
STRATEGIC HOUSING INVESTMENT PLAN 2017/18-2021/22
Table 2 - AFFORDABLE HOUSING SUPPLY PROGRAMME - Years 4-5 2020/21-2021/22
LOCAL AUTHORITY:
PROJECT SUB-AREA PRIORITY GEOGRAPHIC GEOGRAPHIC CODE DEVELOPER UNITS - TENURE UNITS - BUILT FORM UNITS - TYPE GREENER STANDARDS APPROVAL DATE UNITS - SITE STARTS UNITS - COMPLETIONS SG FUNDING REQUIRED (£0.000m) COORDINATES (Numeric Value - from Type of PRE 2020/21 2021/22 2020/21 2021/22 PRE 2020/21 2021/22 TOTAL SG (X:EASTING Drop Down Table Specialist 2020/21 2020/21 FUNDING Y:NORTHING) Below) LCHO - LCHO - LCHO - Particular Total REQUIRED Mid Market Shared Shared Improvement Total Off the Total Specialist Need (If Units by Financial Year OVER SHIP Low / Medium / High Social Rent Rent Equity Ownership for Sale PSR Units Rehab Shelf NB Units GN Provision Known) Type Enter Y or N (Estimated or Actual) PERIOD Bellsmyre Aitkenbar School Phase1 Dumbarton/Vale High 9 Council 30 30 30 30 27 3 Wheelchair 30 Y 2019/20 30 30 1.770 1.770
Bellsmyre Aitkenbar School Phase2 Dumbarton/Vale High 5 Caledonia HA 30 30 30 30 27 3 Wheelchair 30 Y 2019/20 30 2.160 2.160
Haldane Dumbarton/Vale High 9 Council 60 60 60 60 54 6 Wheelchair 60 Y 2019/20 60 30 0 1.770 1.770
Dumbarton Harbour Phase 2 Dumbarton/Vale High 5 Dunbritton HA 47 47 47 47 42 5 Wheelchair 47 Y 2019/20 47 47 Y 2.914 3.384
Dalquhurn Phase 4 Dumbarton/Vale Medium 5 Caledonia HA 20 20 20 20 18 2 20 Y 2019/20 20 20 1.440 1.440
Dalquhurn Phase 5 Dumbarton/Vale Medium 5 Caledonia HA 20 20 20 20 18 2 20 Y 2019/20 20 20 1.440 1.440
Dalquhurn Phase 6 Dumbarton/Vale Medium 5 Caledonia HA 30 30 30 30 27 3 30 Y 2020/21 30 2.160 2.160
Stanford Street, Clydebank Clydebank Medium 5 Clydebank HA 80 80 80 80 60 20 Wheelchair 80 Y 2018/19 80 80 Y 4.960 5.760
Burnbrae, Gartocharn Dumbarton/Vale Low 5 Dunbritton HA 6 6 6 6 5 1 Wheelchair 6 Y 2018/19 6 6 0.000
Buy Back Properties Council/HAs 40 40 40 40 40 40 N 20 20 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
Total 363 0 0 0 0 0 363 0 40 323 363 318 45 0 363 177 30 106 197 13.540 5.074 18.614
Drop Down Table Values Numerical Value Geographic Code
1 West Highland/Island Authorities/Remote/Rural Argyll RSL - SR - Greener
2 West Highland/Island Authorities/Remote/Rural Argyll RSL - SR - Other
3 Other Rural RSL - SR - Greener
4 Other Rural RSL - SR - Other
5 City and Urban RSL - SR - Greener
6 City and Urban RSL - SR - Other RSL - Mid-Market Rent - 7 All Greener RSL - Mid-Market Rent - 8 All Other
9 All Council - SR - Greener
10 All Council -SR - Other
Page 128 of 262 MORE HOMES DIVISION
STRATEGIC HOUSING INVESTMENT PLAN 2017/18-
Table 3 - INFRASTRUCTURE FUND
LOCAL AUTHORITY:
AFFORDABLE HOUSING UNITS DIRECTLY PROVIDED BY INFRASTRUCTURE FUNDING - BY ESTIMATED COMPLETION DATE INFRASTRUCTURE FUNDING DRAWDOWN BY YEAR (£0.000M) POTENTIAL ADDITIONAL CAPACITY - UNITS NOT DIRECTLY PROJECT PRIORITY GEOGRAPHIC DEVELOPER LOAN OR GRANT PLANNING DOES APPLICANT BRIEF DESCRIPTION OF WORKS FOR WHICH IS PROJECT AFFORDABLE MARKET PRIVATE RENT Loan/Grant Drawdown FUNDED BUT UNLOCKED BY INFRASTRUCTURE FUNDING COORDINATES APPLICATION? STATUS OWN OR HAVE INFRASTRUCTURE FUNDING IS SOUGHT LINKED TO 2017/18 2018/19 2019/20 2020/21 2021/22 AFFORDABLE 2017/18 2018/19 2019/20 2020/21 2021/22 MARKET 2017/18 2018/19 2019/20 2020/21 2021/22 PRIVATE PRE 2017/18 2017/18 2018/19 2019/20 2020/21 2021/22 TOTAL SG UNITS - POTENTIAL (X:EASTING (OUTLINE/ POTENTIAL TO DIRECT TOTAL OVER TOTAL OVER RENT TOTAL DRAWDOWN INFRASTRUCTURE ADDITIONAL CAPACITY Y:NORTHING) MASTERPLAN/ OWN THE SITE? PROVISION OF PLAN OVER PLAN OVER OVER PLAN FUNDING IN EITHER LATER FULL CONSENT (Y/N) AFFORDABLE SHIP PERIOD SHIP PERIOD OVER SHIP REQUIRED 2017/18- PHASES OR OTHER Low / Medium / High IN PLACE) (Y/N) HOUSING? (Y/N) PERIOD 2021/22 SITES Queens Quay High Cube HA Grant Masterplan Y To augment infrastructural investment being made by the Y 0 0 0 0.000 Council to realise potential of difficult ex-industrial site. Discussions are taking place with the Scottish Government Dumbarton Harbour High Dunbritton HA Grant Outline Y To enable social housing to be provided on Phase 2 of the site. Y 0 0 0 0.000
Bonhill School Medium Cube HA Grant Outline Y 0 0 0 0.000
Dalquhurn Medium Caledonia HA Grant Full Consent Y 0 0 0 0.000
Valeview Terrace, Bellsmyre Low Caledonia HA/Bellsmyre HA Grant Full Consent Y 0 0 0 0.000
North Mountblow Medium Council Grant Masterplan Y 0 0 0 0.000
Townend Road, Dumbarton Medium Council Grant Identified in LDP Y 0 0 0 0.000
Dalreoch Quarry, Dumbarton Low Dunbritton HA/TBC Grant/Loan Identified in LDP TBC 0 0 0 0.000
Carless, Dalmuir Low TBC Loan N TBC 0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
0 0 0 0.000
Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0
Page 129 of 262 MORE HOMES DIVISION
STRATEGIC HOUSING INVESTMENT PLAN 2017/18-2021/22
LOCAL AUTHORITY:
TABLE 4 - AFFORDABLE HOUSING PROJECTS FUNDED OR SUPPORTED BY SOURCES OTHER THAN THE RPA/TMDF BUDGET
PROJECT ADDRESS SUB-AREA PRIORITY GEOGRAPHIC DEVELOPER FUNDING SUPPORT SOURCE APPROVAL DATE UNIT SITE STARTS TOTAL UNIT COMPLETIONS TOTAL NON SG OTHER NON- TOTAL COORDINATES PRE- 2017/18 2018/19 2019/20 2020/21 2021/22 UNIT 2017/18 2018/19 2019/20 2020/21 2021/22UNITS Units FUNDING AHSP SG FUNDING (X:EASTING 2017/18 STARTS Complete TOTAL FUNDING (IF £0.000M Y:NORTHING) Financial Year £0.000M APPLICABLE) (Actual or £0.000M Estimated) 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 0 0.000 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0.000 0.000 0.000
Page 130 of 262 MORE HOMES DIVISION
STRATEGIC HOUSING INVESTMENT PLAN 2017/18-2021/22
LOCAL AUTHORITY:
TABLE 5.1: COUNCIL TAX ON SECOND AND EMPTY HOMES - SUMMARY
TAX RAISED TAX USED TO TAX CARRIED FORWARD TO £0.000M SUPPORT SUBSEQUENT YEARS AFFORDABLE £0.000M HOUSING £0.000M
Pre 2014/15 - In Hand 2014/15 0.000
2015/16 0.000
TABLE 5.2: DEVELOPER CONTRIBUTIONS
SUMS UNITS RAISED USED TO ASSIST SUM CARRIED FORWARD TO AFFORDABLE UNITS PARTIALLY UNITS TOTAL HOUSING SUBSEQUENT YEARS UNITS FULLY ASSISTED FROM FUNDED FROM CONTRIBUTIONS CONTRIBUTIONS
Pre 2014/15 2014/15 0.000 0
2015/16 0.000 0
Page 131 of 262 P Carrick P Second P Mount Terrace & P Second Aitkenbar & St Dumbarto Haldane Dumbarto P Cable Stanford P Dalreoch Dumbain Castlegreen Cottage P Pleasant Bellsmyre Hawthornhil Ave/ P Crevuel Primary Singer/Bin Andrews n Harbour Primary n Harbour Mitchell Way, Stirling Road, Dalquhurn Depot Rd P Golfhill P France Street, P Raglan Carrochan Quarry Road, Street, Hospital, Boquhanran Burnbrae, Faifley House, Regeneratio P P Valeview REGENERATION FACTORS l Road Singer St Court Westcliff School go Hall Clydebank East School Ph 1 School Ph2 Queens Quay P Bonhill PS P North Mountblow Alexandria Bonhill Phase 4,5,6 S P Croft St P Auld St Dr Farm Clydebank St Road North Haldane Dumbarton Dumbarton Rd Gartocharn Bowling Club Old KP n Silverton Terrace Priority Regeneration Area 30 30 30 30 30 30 30 0 30 30 30 30 0 30 30 0 0 15 0 0 0 0 0 0 30 30 30 0 0 0 0
Masterplan and Feasibility Studies 15 15 15 15 15 15 15 0 15 15 15 15 0 15 15 0 0 15 0 0 0 0 0 0 15 15 15 0 0 0 0
Reprovisioning Requirements & Housing Need 25 40 50 50 40 5 25 50 15 40 15 25 20 10 0 0 0 7 36 25 7 25 0 36 0 10 0 5 5 7 0
Asset Management Plan Results 25 25 25 25 20 25 15 5 0 5 0 0 5 25 5 0 0 0 5 0 0 5 5 5 0 0 5 0 0 0 0
Levels of poverty, deprivation and anti social behaviour 50 50 5 25 30 50 50 25 0 25 0 0 0 10 0 0 0 0 0 30 0 0 10 0 5 0 25 0 0 0 0
Economic Value of a Project 15 5 0 20 20 5 15 25 25 15 25 25 10 5 25 2 15 15 0 0 0 0 10 0 0 5 10 5 5 0 5
Receipt to Council/Residual Debt Written Off 0 0 0 0 10 0 0 0 0 0 0 10 5 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 Maximum Regeneration Factors Score 160 165 125 165 165 130 150 105 85 130 85 105 40 95 85 2 15 52 41 55 7 30 25 41 50 60 85 10 15 7 5
PROJECT FACTORS Social Rent 20 20 5 20 25 20 20 30 30 20 20 30 25 15 15 2 25 30 10 10 5 5 20 10 0 15 15 10 2 20 2 Intermediate Housing 0 0 0 0 0 20 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 5 0 0 0 0 0 0 Particular Needs 0 5 25 5 10 10 15 10 15 10 15 10 5 0 0 0 10 5 15 10 15 5 0 15 0 0 5 0 0 5 0 Equality Agenda 5 5 10 5 10 10 10 10 10 10 10 5 5 0 5 5 10 0 5 0 0 0 5 5 0 5 5 0 5 0 5 Climate Change Agenda 5 5 5 15 15 5 15 15 15 15 15 30 10 10 15 15 15 10 10 10 10 10 15 10 0 5 5 15 15 10 15
Front Funding 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 Additional Funding Contribution 0 0 0 0 0 5 0 0 0 0 0 0 0 20 0 0 0 5 0 0 0 0 0 0 5 0 0 0 0 20 0 Prog % (year) units per project as % of year total 5 3 1 5 9 7 5 10 10 6 5 10 7 2 4 1 9 5 1 2 1 1 5 2 1 4 4 3 2 2 1 Benchmark Requirement 25 25 25 40 30 25 30 30 25 30 25 40 30 25 40 40 25 25 30 25 25 25 25 30 30 25 40 25 25 25 25
Revenue Funding Secured (will only be taken into 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 consideration for projects that require support funding) Cost Maximum Project Factors Score 60 63 71 90 99 107 95 105 105 91 90 125 82 72 79 63 94 85 71 57 61 46 70 72 46 54 74 53 49 82 48
RESOURCES, CAPACITY AND PLANNING Local Development Plan Compliance 40 40 40 30 20 40 20 40 40 20 40 40 40 40 30 40 40 40 40 40 40 40 40 20 20 40 0 40 40 40 0 Infrastructure Constraint - Ground Issues 20 10 20 10 10 10 10 10 10 10 10 5 15 0 10 20 10 15 20 5 20 15 15 10 5 5 10 20 10 10 5 Infrastructure Constraint - Scottish Water/SEPA 20 20 20 10 10 20 10 10 10 10 10 5 15 5 10 20 10 15 20 5 20 15 15 15 5 5 10 20 10 10 5 Infrastructure Constraint - Transport 20 20 20 10 10 20 10 15 20 10 20 5 15 10 10 20 10 15 10 20 10 15 20 15 20 10 10 2 10 10 5 Land Ownership Issues 40 40 40 40 40 20 40 40 40 35 40 5 40 40 20 40 40 25 15 40 40 35 20 15 40 40 20 2 20 0 10 Planning Issues 40 40 40 30 20 20 20 20 20 20 20 20 35 30 20 40 30 10 35 35 35 40 35 35 15 0 0 30 20 10 10 Constraint - Other 20 20 20 10 10 5 5 10 10 10 10 5 15 0 10 20 15 5 10 0 15 10 0 10 20 0 0 20 10 10 5 Maximum Resources, Capacity & Planning Score 200 190 200 140 120 135 115 145 150 115 150 85 175 125 110 200 155 125 150 145 180 170 145 120 125 100 50 134 120 90 40
Maximum Total Score Available 420 418 396 395 384 372 360 355 340 336 325 315 297 292 274 265 264 262 262 257 248 246 240 233 221 214 209 197 184 179 93 0 Not ScoredNot Scored Not ScoredNot Scored Estimated Units/Site Capacity 30 40 10 50 90 40 50 100 103 60 47 200 50 25 24 8 20/20/30 60 12 24 7 6 50 15 12 30 26 20 10 34 6 20 40 40 30 36
Page 132 of 262 P Carrick Mount P Second Terrace & Aitkenbar P Second & Stirling Stanford P Dalreoch Castlegreen Cottage Faifley P Pleasant Dumbarton Ave/ Hawthornhill P Crevuel Primary Singer/Bingo St Andrews Haldane Primary Dumbarton Dumbarton P Bonhill P North Mitchell Way, Dalquhurn Road, P Cable Depot Street, P Golfhill P France P Carrochan Quarry Dumbain Street, Hospital, P Boquhanran Burnbrae, Bowling P Valeview House, Old Bellsmyre Thor Road Old REGENERATION FACTORS Singer St Road Westcliff Court School Hall Clydebank East School School Harbour Ph 1 Harbour Ph2 Queens Quay PS Mountblow Alexandria Phase 4,5,6 Bonhill Rd S P Auld St P Croft St Clydebank Dr Farm P Raglan St Road North Road, Haldane Dumbarton Dumbarton Rd Gartocharn Club Silverton Terrace KP Regeneration Ceramics kilpatrick Priority Regeneration Area 30 30 30 30 30 30 30 0 30 30 30 30 0 30 30 0 0 15 0 0 0 0 0 0 30 30 30 0 0 0 0
Masterplan and Feasibility Studies 15 15 15 15 15 15 15 0 15 15 15 15 0 15 15 0 0 15 0 0 0 0 0 0 15 15 15 0 0 0 0
Reprovisioning Requirements & Housing Need 40 25 50 50 40 5 25 50 40 15 15 25 20 10 0 0 0 7 25 36 0 7 25 36 0 10 0 5 5 7 0
Asset Management Plan Results 25 25 25 25 20 25 15 5 5 0 0 0 5 25 5 0 0 0 0 5 5 0 5 5 0 0 5 0 0 0 0
Levels of poverty, deprivation and anti social behaviour 50 50 25 5 30 50 50 25 25 0 0 0 0 10 0 0 0 0 30 0 10 0 0 0 5 0 25 0 0 0 0
Economic Value of a Project 5 15 20 0 20 5 15 25 15 25 25 25 10 5 25 15 2 15 0 0 10 0 0 0 0 5 10 5 5 0 5
Receipt to Council/Residual Debt Written Off 0 0 0 0 10 0 0 0 0 0 0 10 5 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 Maximum Regeneration Factors Score 165 160 165 125 165 130 150 105 130 85 85 105 40 95 85 15 2 52 55 41 25 7 30 41 50 60 85 10 15 7 5
PROJECT FACTORS Social Rent 20 18 27 4 29 20 27 30 28 30 25 30 27 15 15 29 3 28 10 6 27 3 2 8 6 18 15 10 4 19 2 Intermediate Housing 0 0 0 0 0 20 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 5 0 0 0 0 0 0 Particular Needs 5 0 5 25 10 10 15 10 10 15 15 10 5 0 0 10 0 5 10 15 0 15 5 15 0 0 5 0 0 5 0 Equality Agenda 5 5 5 10 10 10 10 10 10 10 10 5 5 0 5 10 5 0 0 5 5 0 0 5 0 5 5 0 5 0 5 Climate Change Agenda 5 5 15 5 15 5 15 15 15 15 15 30 10 10 15 15 15 10 10 10 15 10 10 10 0 5 5 15 15 10 15
Front Funding 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 Additional Funding Contribution 0 0 0 0 0 5 0 0 0 0 0 0 0 20 0 0 0 5 0 0 0 0 0 0 5 0 0 0 0 20 0 Prog % (year) units per project as % of year total 7 5 8 1 9 7 8 10 8 10 7 10 8 4 4 9 1 5 4 1 8 1 1 2 1 6 4 3 1 6 1 Benchmark Requirement 25 25 40 25 30 25 30 30 30 25 25 40 30 25 40 25 40 25 25 30 25 25 25 30 30 25 40 25 25 25 25
Revenue Funding Secured (will only be taken into 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 consideration for projects that require support funding) Cost Maximum Project Factors Score 67 58 100 70 103 107 105 105 101 105 97 125 85 74 79 98 64 83 59 67 80 59 43 70 52 59 74 53 50 85 48
RESOURCES, CAPACITY AND PLANNING Local Development Plan Compliance 40 40 30 40 20 40 20 40 20 40 40 40 40 40 30 40 40 40 40 40 40 40 40 20 20 40 0 40 40 40 0 Infrastructure Constraint - Ground Issues 10 20 10 20 10 10 10 10 10 10 10 5 15 0 10 10 20 15 5 20 15 20 15 10 5 5 10 20 10 10 5 Infrastructure Constraint - Scottish Water/SEPA 20 20 10 20 10 20 10 10 10 10 10 5 15 5 10 10 20 15 5 20 15 20 15 15 5 5 10 20 10 10 5 Infrastructure Constraint - Transport 20 20 10 20 10 20 10 15 10 20 20 5 15 10 10 10 20 15 20 10 20 10 15 15 20 10 10 2 10 10 5 Land Ownership Issues 40 40 40 40 40 20 40 40 35 40 40 5 40 40 20 40 40 25 40 15 20 40 35 15 40 40 20 2 20 0 10 Planning Issues 40 40 30 40 20 20 20 20 20 20 20 20 35 30 20 30 40 10 35 35 35 35 40 35 15 0 0 30 20 10 10 Constraint - Other 20 20 10 20 10 5 5 10 10 10 10 5 15 0 10 15 20 5 0 10 0 15 10 10 20 0 0 20 10 10 5 Maximum Resources, Capacity & Planning Score 190 200 140 200 120 135 115 145 115 150 150 85 175 125 110 155 200 125 145 150 145 180 170 120 125 100 50 134 120 90 40
Maximum Total Score Available 422 418 405 395 388 372 370 355 346 340 332 315 300 294 274 268 266 260 259 258 250 246 243 231 227 219 209 197 185 182 93 Not Scored Not ScoredNot ScoredNot Scored Not Scored Not Scored Not Scored Estimated Units/Site Capacity 40 30 50 10 90 40 50 100 60 103 47 200 50 25 24 20/20/30 8 60 24 12 50 7 6 15 12 30 26 20 10 34 6 20 30 36 40 40 97 42
NOT SCORED = AWAITING FURTHER INFORMATION
Page 133 of 262 Page 134 of 262 ITEM 6
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Lead, Housing and Employability
Housing and Communities Committee: 2 November 2016 ______
Subject: More Homes Better Homes West Dunbartonshire – Council House New Build Progress Report
1. Purpose
1.1 This report informs the Housing and Communities Committee of the progress of the New Build Council House Programme.
2. Recommendations
2.1 It is recommended that the Housing and Communities Committee:
(i) Notes the content of the report and the progress made to date with the Council’s new build programme.
(ii) Notes that a report will be submitted to the Housing and Communities Committee outlining a full 5 year council house build development programme in February 2017.
3. Background
3.1 Since 2011 the Council’s Housing Development Team has been providing West Dunbartonshire Council with new build social housing that is fit for purpose, energy efficient and delivers the size and type of accommodation needed. The Council’s new build programme has so far delivered 121 new build homes for social rent in West Dunbartonshire investing over £14m. Work to develop 40 units commencing during 2016/17 in Clydebank is currently underway.
3.2 In 2013, the Innovation and Investment Fund (IIF) was replaced by the Scottish Government’s Affordable Housing Supply Programme (AHSP) which established Resource Planning Assumptions for each local authority area.
3.3 The Housing, Environment and Economic Development Committee approved the Strategic Local Programme in August 2012. In November 2014 the Housing and Communities Committee approved the West Dunbartonshire Strategic Housing Investment Plan which continues the council house new build programme.
3.4 Between 2013 and 2015 the Council had a target of and have delivered 121 new build council homes for rent. The table below highlights this and the funding sources:
Page 135 of 262 Project No. of External HRA Capital Completion Units funding Funding Date Granville Street 24 IIF £1.8m July 2013 (Phase 1) £0.72m Miller Road 15 IIF £1.2m October 2013 £0.45m Granville Street 9 AHSP £0.576m February (Phase 2) £0.414m 2014 Central Bellsmyre 36 IIF £2.8m December £1.8m 2014 Hillstreet Square 37 AHSP £2.4m August 2015 £1.9m Totals 121 £5,284,000 £8,776,000
3.5 The Council will adopt a More Homes Better Homes approach to assist with National and local affordable housing targets and improvement of existing stock, more information is provided in the Local Housing Strategy which will be submitted to the Housing and Communities Committee in November 2016. The More Homes Better Homes Delivery Group (formally the Council House New Build Working Group), along with external partners, continues to prioritise the new build projects in order to ensure that West Dunbartonshire Council deliver the new Council homes within the agreed budget and timescales. 4. Main Issues
4.1 The Council’s Strategic Housing Investment Plan (SHIP) which was approved by Committee on 5 November 2014 outlined the plans for future new build projects. This included Hill Street and Napier Crescent, Brucehill which completed in August 2015. This was the first Council designed and managed new build project and the excellent quality of the development has been recognised nationally through being a finalist at both the Chartered Institute of Housing Excellence Awards and the Scottish Homes Awards 2016.
It also included the following project that work is underway on preparing for an on-site start during 2016/17:
Second Avenue/Singer Street, Central/Radnor Park (40 units)
4.2 This development is the Council’s next new build project delivering new homes for rent.
4.3 The project has been advertised on Public Contracts Scotland for a main contractor to carry out the build since September 2016 and the closing date was Tuesday 11 October 2016. Evaluation of the tenders are ongoing.
4.4 If the tenders received for this project by the Council are in excess of the budget and therefore provide evidence that this is the market cost of the project, a further report will be brought to inform the Committee.
Page 136 of 262 4.5 The proposed development secured planning permission in June 2016.
4.6 The housing mix is detailed in the table below. The development will be compliant with the West Dunbartonshire Affordable Housing Design Standard which incorporates Housing for Varying Needs and secure by design.
19 x 1 bedroom flats 7 x 2 bedroom flats 4 x 3 bedroom terraced houses 8 x 4 bedroom townhouses 1 x 2 bedroom wheelchair bungalow 1 x 1 bedroom terraced house
4.7 The project has been agreed with the Scottish Government Housing Investment Division through the Strategic Local Programme and will attract funding of £2.36 million based on the provision of 40 new homes for social rent. This will again allow the Council to reach the Silver Standard (greener) achieved in the new properties at Hillstreet Square and meet the requirements of the approved West Dunbartonshire Design Standard for affordable housing.
4.8 When a Main Contractor has been procured, an open session will be held for residents in the area to drop in and speak with everyone who will be working on the project and discuss opportunities to become involved. This development will also be the first council new build development under the proposed More Homes Better Homes West Dunbartonshire campaign.
Regeneration
4.9 All new build Council projects that have been completed have taken place in one of the Councils 10 Priority Regeneration Areas as outlined in the West Dunbartonshire Local Housing Strategy (LHS) 2011-2016. The LHS is presently being refreshed and the new LHS covering the period 2017-2022 will be presented to the Housing and Communities Committee in November 2016.
4.10 The provision of new housing that is the right type and size and that which is needed in accordance with our housing demand lists has contributed to positively regenerating these areas. In addition, the provision of new council housing for rent, along with other housing service led initiatives such as the implementation of the Housing Asset Management Strategy, housing management initiatives and the HRA Capital Programme carrying out significant works on existing stock have all contributed positively to the overall regeneration of the these priority regeneration areas.
4.11 As part of our strategic housing approach, tenant satisfaction levels and other contributing indicators to analyse the impact of housing regeneration activities will continue to be tracked and be reported to the Housing and Communities Committee. It will be closely monitored through a new Housing Improvement
Page 137 of 262 Board established by the Strategic Lead Housing and Employability, as part of the Housing Services Performance Management Framework.
4.12 In addition to its direct role as a developer of new housing, the Council’s Housing Service plays a key enabler role through its statutory position as the Strategic Housing Authority.
4.13 In addition to the Council’s own new build programme, 54 new homes for rent were delivered in Clydebank by Cube Housing Association in 2015/16. A further 86 new homes within 4 sites across Alexandria are currently in development jointly by Caledonia and Dunbritton Housing Associations, and a further 44 new build homes are being developed in Central Radnor Park, Clydebank by Clydebank Housing Association.
Future Council New Build Programme
4.14 The Council is committed to the delivery of new Council homes for rent and has current plans to invest a minimum of £19.8m in the new build programme over the next five year period.
4.15 The Senior Housing team is currently working on the development of the future council new build programme based on housing need and is seeking to increase the delivery of new council homes over the next 5 year period. The projects are formalised in the Strategic Housing Investment Programme (SHIP) and a full report on a five year development programme will be brought to the Housing and Communities Committee in February 2017 for approval. This will include the forthcoming development at the site of the former St Andrews school in Clydebank.
St Andrews School Land (100 est.)
4.16 In March 2016 the Infrastructure and Regeneration Committee agreed to the transfer of land where St Andrews School was demolished, from the general services account to the HRA for £200,000. This enabled the Scottish Government to provide the Council with AHSP grant for the acquisition of this site before the end of the financial year 2015/16.
4.17 The Council will work in partnership with the Wheatley Group through Cube Housing Association to provide around 100 units of socially rented accommodation on the site. The Council will be the lead developer on the project and will design the houses, this reflects the approach in the Hillstreet Square development where the Council designed and managed the new build homes.
4.18 The Project Group for this development has begun meeting and includes representatives from Planning, Consultancy Services, Housing Development, Roads and Cube Housing Association. The group will continue to meet on a regular basis.
Page 138 of 262 5. People Implications
5.1 There are no people implications from this report.
6. Financial and Procurement Implications
Financial
6.1 The impacts and ambition of the Council’s New Build Programme will be continually reviewed and assessed through the Council’s HRA Business Plan Model and there are currently no negative impacts. Council approved the Housing Capital Programme 2016-2021 which has minimum profile spend of £19.8m on council new build housing over that 5 year period.
6.2 There is a possibility that the cost of the project at Second Avenue/Singer Street may exceed the projected budget. This will be known when the tender evaluation process has been completed.
6.3 An announcement was made in January 2016 that the benchmark grant subsidy would be increased. In summary, for the greener standard Councils could receive £50,000 per unit in subsidy, this has now increased by £9,000 to £59,000 per unit. The table below outlines the subsidy available to strategic local programmes in Scotland. It demonstrates that there is still a significant difference between the subsidy levels available for Councils and Housing Associations. Council officers are in communication with Scottish Government officials on this difference in subsidy.
West Highland, Other rural City and urban Island Authorities and remote and/ or rural Argyll RSL social rent – £84,000 £74,000 £72,000 greener* (3 person equivalent, (3 person equivalent, (3 person equivalent, benchmark) benchmark) benchmark) RSL social rent – £82,000 £72,000 £70,000 other (3 person equivalent, (3 person equivalent, (3 person equivalent, benchmark) benchmark) benchmark)
RSL mid-market £46,000 rent – greener* (3 person equivalent, benchmark) RSL mid-market £44,000 rent – other (3 person equivalent, benchmark) Council social rent £59,000 – greener* (flat rate benchmark for council projects) Council social rent £57,000 – other (flat rate benchmark for council projects)
6.4 The introduction of the West Dunbartonshire Affordable Housing Design Standard approved by the Housing and Communities Committee in November 2015 will ensure all new affordable housing developments in West Dunbartonshire will be eligible for the higher ‘greener’ subsidy levels of £72k (RSL) and £59k (Council). This enables the leverage of an additional £2k of grant funding per unit of affordable housing in West Dunbartonshire.
Page 139 of 262 Procurement
6.5 The procurement of a Main Contractor for the Central Radnor Park new build development will be completed imminently by the Council’s Procurement Section.
6.6 The new build housing project will be a significant contributor in terms of meeting the Council’s strategic priorities. Through the contract strategy, other opportunities which contribute to delivery of the Council strategic priorities, for example, community benefits which improve economic growth and employability will be explored.
7. Risk Analysis
7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis.
7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee.
8. Equalities Impact Assessment (EIA)
8.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment.
9. Consultation
9.1 Regular updates on new build development are provided to the West Dunbartonshire Tenants and Residents Organisation at the bi-monthly liaison meetings.
9.2 As detailed at 4.8, following procurement of a Main Contractor, an open session will be held for information and to establish interest in involvement with the Second Avenue/Singer Street new build project, this will be carried out in partnership with Clydebank Housing association in relation to their adjacent development.
10. Strategic Assessment
10.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire.
10.2 Having considered all the Council’s strategic priorities, this report and the provision of new supply social housing for rent contributes greatly to all five
Page 140 of 262 strategic priorities and significantly to improving local housing and environmentally sustainable infrastructure.
Peter Barry Strategic Lead, Housing and Employability Date: 18 October 2016
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Jackie Gallen – Strategic Housing Officer, Housing Development Team, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737591, email: [email protected]
Appendices: None
Background Papers: Delivering Affordable Housing in West Dunbartonshire, Housing Strategy and Development, July 2015 http://www.west- dunbarton.gov.uk/media/4308583/brochure-final-website- version.pdf
Wards Affected: All
Page 141 of 262 Page 142 of 262 ITEM 7
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Lead, Housing and Employability
Housing and Communities Committee: 2 November 2016 ______
Subject: Scottish Social Housing Charter Progress Report
1. Purpose
1.1 The purpose of this report is to provide members with information on how West Dunbartonshire Council has performed against the Scottish Social Housing Charter indicators during the third year of implementation. The report provides annual benchmarking information, along with a mid-year progress report relating to the outcomes of Scottish Social Housing Charter.
2. Recommendations
2.1 It is recommended that the Housing and Communities Committee:
(i) notes the contents of this report and recognises the continued improvements and plans to improve performance in a number of areas within Housing Services in West Dunbartonshire including tenant satisfaction levels;
(ii) notes that the Housing Service’s approach to communicating with tenants on performance and service improvement areas has been nationally recognised as a finalist in the TPAS (Scotland) National Good Practice Awards in the Best Practice in Communicating Landlord’s Performance Information category.
(iii) notes that a full annual progress report on the Scottish Social Housing Charter be submitted to the August 2017 meeting of the Housing and Communities Committee.
3. Background
3.1 The Scottish Government’s Scottish Social Housing Charter came into force in April 2012. The Charter sets out the standards and outcomes which:
• tenants can expect in terms of the quality and value for money of the services they receive, the standard of their homes, and opportunities for communication and participation in the decisions that affect them; • homeless people can expect in terms of access to help and advice, the quality of temporary accommodation, and continuing support to help homeless people access and keep a home;
Page 143 of 262 • owners can expect from the property management services they receive; and • Gypsies/Travellers can expect in terms of the maintenance and management of sites.
3.2 The Charter lists the standards and outcomes that social landlords should achieve for their customers. The 16 Charter outcomes and standards were reported to the Housing, Environment and Economic Development Committee on 8 May 2013.
3.3 The agreed reporting timetable for the Scottish Social Housing Charter is shown below:
When Who What Throughout year Landlord Assesses performance against the Charter
Completes and submits Annual Return on the 31 May each year Landlord Charter (ARC) to Scottish Housing Regulator Scottish Housing SHR publishes a report about each landlord 31 Aug each year Regulator with key data from its ARC on their website Reports its performance to all its tenants and 31 Oct each year Landlord other customers Scottish Housing Contributes to Local Scrutiny Plan based on 31 Mar each year Regulator performance against Charter Indicators Scottish Housing Publish a report on the analysis of the sector’s 31 Mar each year Regulator performance in achieving the Charter Outcomes
3.4 On 8 May 2013, Members of the Housing, Environment and Economic Development Committee agreed that twice yearly reports be provided as follows:
• August Committee - Scottish Social Housing Charter Annual Performance Report; and • November Committee - Annual Benchmarking Report. and Scottish Social Housing Charter Mid-Year Progress Report
3.5 This commitment was further strengthened when the revised Housing and Community Safety Service’s Performance Management Framework was approved by the Housing and Communities Committee on 6 August 2014.
4. Main Issues
4.1 The key areas of focus in relation to the Scottish Social Housing Charter are as follows: • an assessment of our performance against the Charter Outcomes;
Page 144 of 262 • the production of a Charter Performance Report for tenants and other customers; and • the development of effective tenant scrutiny arrangements in conjunction with tenants and other customers.
Assessment of Performance against the Charter Outcomes Annual Return on the Charter (ARC)
4.2 The Scottish Housing Regulator uses 37 Charter Performance Indicators to monitor the performance of all social landlords against the Charter outcomes and standards.
4.3 West Dunbartonshire Council successfully submitted the Annual Return on the Charter (ARC) to the Scottish Housing Regulator (SHR) within the agreed timescales.
4.4 An annual report based on 2015/16 performance was reported to Committee in August 2016. This report included key data from the ARC and compared our performance with that of the previous year. In the main, this report highlighted the on-going performance improvement trend among housing services in West Dunbartonshire, with 83% of indicators meeting or very narrowly missing target, compared with 80% in 2014/15.
Benchmarking of key performance indicators
4.5 Both our ARC submission and our annual submission of performance information to Scotland’s Housing Network (SHN) provide opportunities to compare our performance against other landlords (all Scottish local authorities and, where appropriate, Glasgow Housing Association) and to identify areas for improvement. This process is known as “benchmarking”.
4.6 In August 2016, SHN provided a report and feedback session for elected members, senior staff, members of the WDTRO and members of the West Dunbartonshire Scrutiny Panel, commenting on our performance in comparison with our peer group which comprised of those organisations highlighted in section 4.5 of this report.
4.7 The key findings are outlined below, and these helped inform a Charter Improvement Plan developed in partnership with the Housing Scrutiny Panel and being implemented across all areas of the housing service with the objective of continuing to improve services for our tenants and customers.
Page 145 of 262 Status Key
SHN Benchmarking data 2015/16
Top 2nd 3rd 4rd quartile quartile quartile quartile
2014/15 2015/16 2014/15 2015/16 Customer Satisfaction Value value Rank Rank Percentage of tenants satisfied with the overall 81.3% 83.5% service Percentage of tenants who feel their landlord is 76.3% 87.2% good at keeping them informed Percentage of tenants satisfied with the 59.1% 67.1% opportunities given to participate Percentage of existing tenants satisfied with the 80.07% 81.03% quality of their home 2014/15 2015/16 2014/15 2015/16 Quality of Housing Value value Rank Rank Percentage of tenants satisfied with the 96% 84% standard of their home when moving in
Percentage of properties meeting the SHQS 87.9% 85.9%
2014/15 2015/16 2014/15 2015/16 Repairs, Maintenance and Improvements Value value Rank Rank Average length of time taken to complete 3.84 3.81 emergency repairs hours hours Average length of time taken to complete non- 10.58 9.55 days emergency repairs days Percentage of reactive repairs carried out 95.7% 94.5% completed right first time
Percentage of repairs appointments kept 94.3% 92.3%
Percentage of tenants satisfied with the repairs 93.1% 92.7% and maintenance service 2014/15 2015/16 2014/15 2015/16 Neighbourhood and Community Value value Rank Rank Percentage of tenants satisfied with the 78.2% 80.4% management of the neighbourhood they live in
Percentage of tenancy offers refused 56% 62%
Percentage of anti-social behaviour cases 73.5% 81.9% resolved within locally agreed target times Percentage of those housed who maintained 87.3% 86.8% their tenancy for at least 12 months The average time to complete applications for 39.4 days 38.3 days medical adaptations
Page 146 of 262 2014/15 2015/16 2014/15 2015/16 Homeless People value value Rank Rank Percentage of households requiring temporary 87.3% 99.9% accommodation to whom an offer was made Percentage satisfied with the quality of 85.7% 90.2% temporary or emergency accommodation Percentage of temporary accommodation offers 7.5% 4.2% refused 2014/15 2015/16 2014/15 2015/16 Vale for Money value value Rank Rank Average time to re-let properties 47 days 50 days
Rent loss due to voids expressed as a 1.02% 1.47% percentage of the total amount of rent due
Rent collected as a percentage of total rent due 97.4% 102.4%
Gross rent arrears as a percentage of total rent 8.6% 9.55% due
4.8 West Dunbartonshire Council has performed well in a number of areas, and there has been improvement in a range of service areas when compared to the previous Scottish Social Housing Charter return. We have improved or maintained our ranking quartile in 16 of the 23 key measures outlined above, whilst dropping a quartile in 7 of these measures.
4.9 Areas of improvement include increased levels of customer satisfaction and performance around homelessness and the provision of temporary accommodation. Whilst performance against all indicators relating to neighbourhood and community has been maintained, we have developed actions aimed at improving our relative position with regards to these indicators.
4.10 There are other areas for improvement which require to be addressed, such as the level of rent arrears, the average time taken to re-let properties and the level of rent lost due to empty properties. It should be noted that this information relates to performance in 2015/16 and a range of measures have already been developed and are being implemented to help improve performance specifically in these service areas. This includes an improvement plan regarding rent collection which will be presented to the Housing and Communities Committee of 2nd November 2016.
4.11 Comparison between local authorities and registered social landlords can prove difficult as there are many variations how these organisations operate e.g.; governance arrangements, stock levels, staffing levels and overall resources. However, the information provided in the table in 4.7 of this report provides a good understanding in a national context as to how housing service are delivered in West Dunbartonshire.
4.12 The table outlined below provides a more local analysis comparing West Dunbartonshire Council’s performance against comparable neighbouring
Page 147 of 262 housing organisations (3 neighbouring local authorities (Renfrewshire, East Dunbartonshire and River Clyde Homes operating in Inverclyde Council.
Indicator West East Renfrewshire Stirling River Dunbartonshire Dunbartonshire Council Council Clyde Council Council Homes HOMES AND RENT Total Number of Homes 10,748 3,578 12,393 5,626 5,908
2 APT £69.01 £64.31 £66.73 £60.63 £76.13 3 APT £71.08 £69.10 £75.26 £62.79 £80.60 4 APT £75.40 £72.94 £84.26 £65.31 £87.01 5 APT £80.42 £76.88 £90.78 £67.01 £92.48 TENANT SATISFACTION % of overall satisfaction with the service 83.5% 73.7% 82.2% 79.3% 93.6%
87.2% 80.5% 79.5% 82.7% 95.5% QUALITY AND MAINTENANCE OF HOMES % of homes meeting the SHQS (excluding exemptions and abeyances) 85.9% 97.5% 85.9% 97.2% 90.1% Average Number of hours – Emergency Repairs 3.8 9.1 5.5 7.7 3.5 Average Number of Days – Non Emergency Repairs 10.6 10.6 8.4 4.9 14.6 Repairs – Right First Time 94.5% 77.2% 90.8% 84.7% 85.6% % of tenants who have had repairs carried out on the last 12 months who were satisfied with repairs92.7% and maintenance 79.5% servic e 96.6% 84.0% 89.0% HOUSING MANAGEMENT Cases of anti-social behaviour, per 100 homes, reported in the last year 3.4 1.0 5.1 12.3 12.2 % of anti-social behaviour cases resolved within locally agreed targets in the last year 81.9% 61.1% 92.9% 93.8% 91.5% VALUE FOR MONEY Rent collected as % of rent due 102.4% 99.6% 100% 99.8% 101.4% % of Rent due not collected through homes being empty 1.47% 1.2% 1.9% 0.6% 5.0% Average length of time in days taken to re-let homes in the last year 50.3 61.6 42.2 30.0 102.2
4.13 As part of the requirements of the Scottish Social Housing Charter all performance information is publicly available via the Scottish Housing Regulator’s website.
Mid-year progress against Scottish Social Housing Charter Indicators
4.14 Of the 37 Charter Indicators, 24 are reported on an annual basis and 13 on a six monthly basis to the Housing and Communities Committee.
Page 148 of 262 4.15 Performance improvement targets for 2016/17 for all the Charter Indicators have been agreed based on benchmarking information and previous performance where applicable.
4.16 A summary of performance for the period April 2016 – September 2016 for those indicators reported on a 6 monthly basis is outlined in the table below:
Status Key Scottish Social Housing Charter Mid-year Performance Report (Apr 2015 – Sep 2015) Target Met or Target narrowly Target missed exceeded missed Estate Management, Anti Social Behaviour, Mid-year Mid-year Status Neighbour Nuisance and Tenancy Disputes Target Value Percentage of tenancy offers refused 52% 53% Percentage of anti-social behaviour cases 64% 64.7% resolved within locally agreed target times Mid-year Mid-year Repairs, Maintenance and Improvements Status Target Value Average length of time taken to complete 3.8 hours 3.58 hours emergency repairs Average length of time taken to complete non- 8 days 12.95 days emergency repairs Percentage of reactive repairs carried out 95% 91.9 % completed right first time Percentage of properties which had a gas 100% 99.33% check completed by the anniversary date Percentage of tenants satisfied with the repairs 93% 93% and maintenance service Mid-year Mid-year Homeless People Status Target Value % of repeat homelessness presentations* 8% 6.4% Percentage of households requiring temporary 100% 100% accommodation, to whom an offer was made Mid-year Mid-year Vale for Money Status Target Value Average time to re-let properties 47 days 52 days Rent collected as a percentage of total rent 100% 100% due Gross rent arrears as a percentage of total rent 7.6% 8.45% due Mid-year Mid-year Tenancy Sustainability Status Target Value Percentage of new tenants who maintained 89.1% 89.8% their tenancy for at least 12 months *not Charter Indicator but clear strategic indicator for service 4.17 Those indicators where performance has not met target and the improvement actions designed to improve performance are highlighted below. It is anticipated that those indicators where target has been narrowly missed will improve within Q3/4 to ensure that the annual targets will be met and this will be monitored through the Housing Improvement Board:-
Page 149 of 262 Estate Management, Anti Social Behaviour, Neighbour Nuisance and Tenancy Disputes Indicator Improvement Action
We are reconfiguring our housing allocations resources and reviewing housing options advice provided at point of application. We will ensure greater involvement of our housing officers throughout the application and lettings process this will assist more appropriate Percentage of tenancy offers refused offers and impact on the number of refusals.
A new Housing staff structure has been established built around area based teams to build better customer relationships ahead of offer.
Repairs, Maintenance and Improvements Indicator Improvement Action The introduction of the Integrated Housing Management System will be a catalyst for unlocking improvements across the repairs Service.
Actions being taken prior to implementation of the IHMS include; • developing planned cyclical programmes of work, which will reduce the average length of time Average length of time taken to complete taken to complete non-emergency non-emergency repairs repairs Percentage of reactive repairs carried out • Updating our repairs categories completed right first time and timescales in conjunction with Percentage of properties which had a gas tenants check completed by the anniversary date • Increasing the number of appointments made across all categories of repairs
In addition to this, we are working closely with our appointed contractor and reviewing the processes in place to ensure that 100% of properties which require a gas safety check, get this completed by the anniversary date.
Value for Money Indicator Improvement Action
A new Housing Improvement Board has been established, led by the Strategic Lead, Housing and Employability. New Average time to re-let properties work-streams are being set up to provide specific focus on areas of concern. These work-streams will be underpinned by action plans and performance
Page 150 of 262 dashboards.
One such area of concern is Value for Money and reducing re-let times is a key element of the action plan focusing on improving how we manage empty properties.
A number of improvements are being taken forward as part of a wider action plan, including additional resources being devoted to carrying-out OT assessments and the wider use of the “key safe” process.
A new Housing Improvement Board has been established, led by the Strategic Lead Housing and Employability. New work-streams are being set up to provide specific focus on areas of concern. These work-streams will be underpinned by action plans and performance dashboards.
One such area of concern is Value for Money and reducing rent arrears is a key element of the action plan focusing on our approach to Rent Collection.
In 2015/16 the Housing and Communities Committee approved significant former tenant write-offs, as the write-offs were implemented in 2015/16 they are still included in our gross rent arrears figure. If Gross rent arrears as a percentage of total they were not included our % of gross rent rent due arrears would be 8.7%. In terms of going forward our improvement target will be based on the 8.7% figure.
In addition, we have restructured our debt team and introduced a new Rent Collection Policy with the key aim of preventing tenants falling into arrears in the first place. A new focused approach led by the Strategic Lead for Housing and Employability and a publicity campaign to accompany this new approach is currently being developed, which will continue our efforts to improve performance around this area. We are confident that our new revised target of 7.6% will be achieved in 2016/17.
Page 151 of 262 Charter Performance Report
4.18 The Scottish Housing Regulator requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year.
4.19 The Regulator states that that this report should include:
• an assessment of performance in delivering the Charter Outcomes; • relevant comparisons – with previous years, other landlords and national performance; and • how and when the landlord intends to address areas for improvement.
4.20 A working group of tenants and officers was established and successfully:
• agreed with tenants how they wished to be involved; • agreed with tenants which indicators will feature in the report; and • agreed the best style and format to use to ensure that the report is user friendly and easy to understand.
4.21 The report was published online on 31 October 2016 and a copy has been circulated to all members. In addition, a summary of the report will be sent to every tenant with the winter edition of the Housing News (December). The full report has also been sent to all tenants groups and interested tenants, partner organisations and the Scottish Housing Regulator. Hard copies are available at all Housing offices and our One Stop Shops and to any tenant who requests a copy.
Tenant Scrutiny Arrangements
4.22 The Scottish Housing Regulator places the statutory requirement that tenants are involved in scrutinising landlords’ performance against the Charter and requires that:
• the form of involvement has been agreed with tenants; • involvement is effective and meaningful and that tenants have a real say in assessment of performance; • the approach is publicised to tenants; and • landlords can demonstrate the agreed approach was actually implemented.
4.23 Developing effective tenant scrutiny is therefore a challenging process, however following support from the Scottish Government’s “Stepping Up to Scrutiny” training programme in which elected members took part, these requirements were successfully met and in November 2014 the Housing and Communities Committee approved the establishment of our Tenant Scrutiny Panel with clear terms of reference.
Page 152 of 262 4.24 The Panel has recently concluded its second exercise looking at the Repairs Service and made a number of recommendations in a report to the Housing Improvement Board on 28 June 2016. All of the recommendations have been adopted and will be implemented during the course of 2016/17.
4.25 Based on our 2015/16 ARC submission and the outcomes of our Charter self- assessment exercise, the Scrutiny Panel will agree a calendar of activities during 2016/17.
4.26 The WDTRO continue to be heavily involved in the scrutiny of the Housing Service and the formation of the Joint Rent Group comprising tenants, Council officers and the Convener of the Housing and Communities Committee, looking at the rent setting process and the guidance in relation to the Housing Revenue Account (HRA) is a further important development in ensuring the Housing Service provides best value for current and future tenants.
5. People Implications
5.1 Delivery on the requirements of the Scottish Social Housing Charter is managed from within existing staffing resources within the Housing Development Team within Housing and Employability.
6. Financial and Procurement Implications
6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan which will result from the Charter self- assessment exercise will be delivered from within existing budgets. These are detailed in the Resources section of the Housing and Employability Delivery Plan, which was approved by the Housing and Communities Committee in May 2016
7. Risk Analysis
7.1 There is a significant risk that failure to respond appropriately to the introduction of the Scottish Social Housing Charter would attract an adverse reaction from the Scottish Housing Regulator and may have wider consequences for the Council in the context of Best Value.
8. Equalities Impact Assessment (EIA)
8.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment.
9. Consultation
9.1 The Council has in place a well-established and proactive tenants and residents organisational structure. The WDTRO meet with the Council
Page 153 of 262 (chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service.
9.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected in the successful partnership approach adopted to develop the Charter Performance Report and the on-going activities of the WDTRO and the West Dunbartonshire Scrutiny Panel.
9.3 The Council is committed to ensure effective consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the statutory requirements under the Scottish Social Housing Charter and the regulatory framework introduced by the Scottish Housing Regulator.
9.4 Our approach has been commended via an external validation exercise by TPAS (Tenant Participation Advisory Service) Scotland which awarded West Dunbartonshire Council, a silver accreditation for excellence in tenant participation. West Dunbartonshire Council is the first local authority in Scotland to receive such an accreditation. This has been further strengthened as our approach has been shortlisted in the TPAS (Scotland) National Good Practice Awards in the Best Practice in Communicating Landlord’s Performance Information category.
10. Strategic Assessment
10.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improve local housing and environmentally sustainable infrastructure.
Peter Barry Strategic Lead Housing and Employability Date: 3 October 2016 ______
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Stefan Kristmanns – Housing Development Co-ordinator, Housing Development, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737545. email: [email protected]
Dawn Brady, Housing Development Officer, Housing Development, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737545. email: dawn.brady@west- dunbarton.gov.uk
Page 154 of 262 Appendices: None
Background Papers: 2015615 Annual Charter Performance Report for Tenants and Other Customers, West Dunbartonshire Council
The Scottish Social Housing Charter: Indicators and Context Information, Scottish Housing Regulator http://www.scottishhousingregulator.gov.uk/sites/default/file s/publications/Charter%20Indicators%20Document%20- %20Final%20Draft%20-%2027%20September_0.pdf
West Dunbartonshire Scrutiny Panel, Report to the Housing Improvement Board June 2016, Scrutiny Exercise: Repairs and Maintenance
Scottish Housing Regulator, Landlords Report – West Dunbartonshire Council, August 2016
West Dunbartonshire Tenant Participation Strategy 2013-2016
Scottish Social Housing Charter Performance Report, Report by Executive Director of Infrastructure and Regeneration, Housing and Communities Committee, 4 August 2016
Wards Affected: All
Page 155 of 262 Page 156 of 262 ITEM 8
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Lead, Housing and Employability
Housing and Communities Committee: 2nd November 2016 ______
Subject: Funding Homelessness Services in West Dunbartonshire (Welfare Reform Implications)
1. Purpose
1.1 The purpose of this report is to highlight the funding challenges facing the provision of temporary accommodation and more widely the homeless service in West Dunbartonshire.
2. Recommendations
2.1 It is recommended that the Housing and Communities Committee:
(i) note the content of the report;
(ii) note that a new Homelessness Strategy will be submitted for approval to the Housing and Communities Committee in February 2017.
3. Background
3.1 The Council has a statutory duty to assist applicants who are homeless or threatened with homelessness as defined in the Housing (Scotland) Act 1987 as amended by the Housing (Scotland) Act 2001 and Homelessness etc. (Scotland) Act 2003. This involves a duty to temporarily accommodate anyone who presents as homeless until an assessment decision has been made.
3.2 Anyone found to be unintentionally homeless has the right to remain in temporary accommodation until permanent accommodation has been sourced by the Council. For households found to be intentionally homeless, temporary accommodation must be provided for a reasonable period of time to allow the household to source its own accommodation.
3.3 The Council’s Homelessness Strategy contains a number of high level outcomes which are designed to meet the needs of the homeless population in West Dunbartonshire.: 1. There is a sufficient supply of good quality and appropriate temporary accommodation that meets the needs of homeless households. 2. Temporary accommodation is accessible, affordable and well managed. 3. Support is provided where necessary, that meets the needs of homeless households in temporary accommodation.
Page 157 of 262 4. The length of time spent in temporary accommodation is appropriate to the individuals’ needs, but that overall the length of time spent in temporary accommodation is reduced. 5. The views of homeless households placed in temporary accommodation are considered, especially for service development. 3.4 The Homelessness Strategy 2013-16 is currently under review and a refreshed strategy will be submitted to the Housing and Communities Committee in February 2017. 3.5 Whilst there is a supply of supported accommodation (e.g. Ashton View, Blue Triangle and Prep for Life projects) the majority of temporary accommodation provision is met from the Council’s own housing stock using a pool of around 215 furnished flats dispersed across the local authority area. Of these 107 are in Clydebank, 56 are in Dumbarton and 52 are in the Alexandria area. 3.6 A significant proportion of homeless households who request temporary accommodation are younger, single person households, many of whom have an assessed support need and are reliant on benefits. In 2010/11 the average length of stay in temporary accommodation was 79 days, by 2015/16 this has increased to 97 days. As at March 2016 there were 252 homeless households in temporary accommodation in West Dunbartonshire, during 2015-16 there were 915 households in temporary accommodation during the course of the year.
4. Main Issues
4.1 Up until recently Local Authority socially rented accommodation had no rent or service charge cap. However from 1st April 2018 the Department of Work and Pensions (DWP) is introducing a single funding limit for temporary accommodation set at the Local Housing Rate (LHA) plus a £45 per week management fee (service charge element). The West Dunbartonshire Local Housing Allowance Rates for 2016/17 are:
£ per week Shared Accommodation* £63.46 1 Bedroom £86.54 2 Bedroom £103.85 3 Bedroom £115.38 4 Bedroom £169.69 * Single claimants aged under 35 who do not have anyone living with them will be entitled to the standard rate for a bedroom in shared accommodation.
4.2 The Council currently accounts for all the costs (property, staffing, management and support) and charges a weekly unit cost of £346.58 for temporary accommodation. The average LHA rate (including the £45 management fee) of £152.78 means that there will be an average reduction of
Page 158 of 262 £193.80 per week, per unit income for temporary accommodation provision as a result of the change.
4.3 From 2017-18 the management fee will no longer be paid from DWP but will instead be devolved to Scottish Government and paid direct to all Scottish Local Authorities through a new grant system. We currently await further information regarding the administration of this from the Scottish Government.
4.4 Another change from April 2018 will see a restriction to the level of entitlement for single people under 35 years of age to a maximum of £108.46 (based on the £63.46 shared accommodation rate and the £45 management fee). Again reducing the amount of per unit income that can be received for single homeless people under the age of 35 with no dependents. This will be significant as the largest single homelessness demographic is this particular age group.
4.5 People affected by these changes can apply to the Council for assistance through the Discretionary Housing Payment (DHP) fund. However, the DHP fund is cash limited and the funding provided by DWP is to assist with all Welfare Reforms. Based on the average reduction any DHP award would be significantly less than this and the DHP fund could not be option to fully mitigate this reduction.
4.6 Temporary accommodation modelling and research carried out by the West of Scotland Housing Options Hub suggests that the LHA rate (and any management fee) is insufficient to meet the costs of temporary accommodation. It identifies a shortfall as the proposed income limits take no account of additional repair costs or the need to provide furniture and fittings at reasonable intervals to maintain decent standards.
4.7 The restriction of costs to the LHA rate may have wider implications for funding the whole of the homeless service where these higher accommodation charges have been used to fund advice and assistance services beyond temporary accommodation.
4.8 Charging policies for temporary accommodation which are based on the standard social rent or a standard charge based on the social rent plus a small service charge to come within LHA rates will bring about considerable funding shortfalls and a resultant significant impact on the Council’s General Fund.
4.9 The Council is currently looking at remodelling its temporary accommodation. This will take into account need and demand of the different types of temporary and supported accommodation. It will consider support needs of people who are homeless to ensure we have adequate provision to meet the growing complex needs of some homeless households. The outcome of the modelling exercise (expected before the end of the year) may indicate a reduction of temporary accommodation units and an increase in the supply of supported accommodation including accommodation which is exempt from the caps.
Page 159 of 262 4.10 The full implementation of the Housing Options approach during 2017/18 should allow the Council to comprehensively pursue homelessness prevention strategies.
4.11 A clear understanding of the costs and funding sources for the homelessness services beyond 2017 is therefore required. This should include a clear separation between the costs for statutory advice and assistance provision and those for temporary accommodation. The Council should include a charging policy which is affordable both to the Council and the individual but which also reflects temporary accommodation quality standards expected of the Council.
5. People Implications
5.1 The risk outlined in this report will have people implications but at this stage there are no direct people implications associated with this report.
6. Financial and Procurement Implications
Financial
6.1 The significant financial challenges in relation to the provision of temporary accommodation and other statutory requirements are highlighted in this report. Work has commenced with officers from Housing and Finance in terms of mitigating the impacts while still providing an excellent customer service and meeting our statutory responsibilities in terms of Homelessness legislation. An initial exercise was carried out which estimated the worst case scenario from the introduction of the new funding limit could potentially be a funding gap of £2.6m.
7. Risk Analysis
7.1 There is a significant risk that failure to respond to the funding challenges outlined in this report would impact adversely on the Council’s ability to meet its statutory obligations of providing temporary accommodation and wider risks to the delivery of a homeless service.
8. Equalities Impact Assessment (EIA)
8.1 There are no proposals in this report to alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment at this stage.
9. Consultation
9.1 Officers from Housing and Employability, Finance and legal have been consulted with in terms of this report.
Page 160 of 262 10. Strategic Assessment
10.1 The provision of temporary accommodation contributes greatly to all five strategic priorities but principally to the priority to improve local housing and environmentally sustainable infrastructure and to improve the wellbeing of communities and protect the welfare of vulnerable people.
Peter Barry Strategic Lead, Housing and Employability Date: 18 October 2016
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Strategy and Development Team, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Joanne Martin – Homeless and Homelessness Prevention Co-ordinator, Housing Strategy and Development Team, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 736951, email: [email protected]
Appendices: None
Background Papers: None
Wards Affected: All
Page 161 of 262 Page 162 of 262 ITEM 9
West Dunbartonshire Council
Report by Strategic Lead, Housing and Employability
Housing and Communities Committee: 2nd November 2016
Subject: West Dunbartonshire Empty Homes Strategy Update (Private Sector)
1. Purpose
1.1 The purpose of this report is to seek approval of and authority to implement an updated version of the current Empty Homes Strategy which is our strategic response to bringing empty homes in the private sector back into use. This updated version will cover the period 2016 - 2019
2. Recommendation
2.1 It is recommended that the committee:
(i) approves West Dunbartonshire’s Updated Empty Homes Strategy 2016 - 2019 attached as appendix 1of this report.
(ii) delegates authority to the Strategic Lead, Housing and Employability to ensure the effective implementation of the updated strategy and action plan.
3. Background
3.1 The Scottish Government's review of the Private Rented Sector identified the need for more focus on bringing empty homes back into use. Following this review, the Scottish Government funded a partnership with Shelter Scotland and a number of local authorities including West Dunbartonshire Council to work together with empty home owners to bring these properties back into use.
3.2 There is an increasing amount of pressure on all Councils to meet housing demand as a result of key issues such as an aging population, lack of affordability and homelessness. Bringing empty homes back into use can help to ease this pressure by being able to be used as a realistic and effective housing option. Scottish Government published guidance on the development of Local Housing Strategies has reinforced the priority of having a strategic response to tackling empty homes in the private sector. West Dunbartonshire new Local Housing Strategy (LHS) contains a number of positive actions including the refresh of the existing previous Empty Homes Strategy.
Page 163 of 262 3.3 Empty homes are wasted assets in our communities. Homes lying empty in communities can cost an average of £7,500 a year (lost rent, lost council tax, cost of boarding up a property) without taking into account other costs associated with empty homes such as anti-social behaviour, crime, and lost spend in the community. This cost also doesn’t take into account the estimated up to 18% drop in property values for homes adjacent to an empty property.
Bringing an empty home back into can play a vital role in:
- Increasing housing supply - Improving the quality of housing stock - Regenerating and sustaining communities - Stimulating local housing markets. - Reducing carbon emissions
3.4 Council Tax records have indicated that there are currently over 400 empty private properties in West Dunbartonshire.
4. Main Issues
4.1 This refresh of the West Dunbartonshire Empty Homes Strategy will build on the Council’s positive response to this important issue of tackling empty homes which includes:-
Empty Homes Officer – Homes Again West
In partnership with Renfrewshire Council, West Dunbartonshire Council deliver a shared service approach to tackling empty homes in the private sector. Both authorities have shared a permanent dedicated Empty Homes Officer (EHO) since August 2012 responsible for delivering the Homes Again West project which looks at bringing empty homes back into use. The project targets properties that have been empty for a period of 6 months. To date the officer has been responsible for bringing a total of 90 empty back into use in and a further 46 are on their way towards being back in use in West Dunbartonshire
Empty Homes Loan Fund
The Scottish Government launched an Empty Homes Loan Fund to provide loans to owners to help them renovate empty homes and make them available as affordable housing. Seventeen projects were approved for funding including West Dunbartonshire Council which secured £150k to deliver the loan fund. The Empty Homes Officer works with owners and administers the scheme for the Council. Take up of the loan fund has been low, in the main due to the complexities surrounding Scottish Governments administration of the scheme, but the first formal offer of loan has been issued in October 2016.
Page 164 of 262 Local Government Finance (Unoccupied Properties etc.) (Scotland) Act 2012
On 6th February 2014, West Dunbartonshire Council approved the implementation of council tax charges for relevant empty properties from 1st April 2014 as enabled by the Local Government Finance (Unoccupied Properties, etc.) (Scotland) Act 2012 and related legislation. One of the key factors in introducing these powers in West Dunbartonshire is to encourage empty home owners to bring their properties back into use to increase the supply of housing (both to rent and to buy) and particularly to help tackle the shortage of affordable housing. West Dunbartonshire Council adopted these changes on 1st April 2014, with a discretionary element being introduced in March 2015 to promote the participation of owners working towards getting their home back in use in partnership with the Empty Homes Officer. not to be financially penalised.
4.2 The principle aims of the refreshed Empty Homes Strategy are outlined below:-
• Maximise the re-use of empty homes • Reduce the number of long term empty problem properties • Help to alleviate the effects of homelessness and waiting list in WDC • Support Town Centre regeneration
5. People Implications
5.1 The Empty Homes Officer post is jointly funded by West Dunbartonshire and Renfrewshire Councils and the officer provides services to both local authorities. The post is managed by West Dunbartonshire Council and is managed within existing resources.
6. Financial and Procurement Implications
6.1 The effective implementation of the strategy is expected to have a positive financial impact on the Council through increased council tax revenue.
7. Risk Analysis
7.1 The increase in housing supply has been identified as a key element in the drive for continuous improvement in the housing service. Maintaining the momentum in achieving successful outcomes within the Homes Again West project and the development of the Empty Homes Strategy is therefore critical.
8. Equalities Impact Assessment (EIA)
8.1 The Empty Homes Strategy sits within our LHS framework which itself has been equality impacted assessed. A screening has however been carried out to show
Page 165 of 262 that it does not disadvantage any of the listed groups. The strategy will assist the Council in advancing equality of opportunity through warm, good quality accommodation and help foster good relations with private home owners.
9. Consultation
9.1 The Empty Homes Officer has provided empty homes updates at both the Housing Providers Forum and the Landlord Forum. The strategy has been discussed with the Scottish Government’s Empty Homes Partnership. Internal consultation has also been carried out with relevant officers in Legal and Finance.
10. Strategic Assessment
10.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire.
10.2 The strategy in tackling empty homes and increasing the supply of affordable housing in West Dunbartonshire will contribute greatly to all of the Council’s main strategic priorities and most significantly to Improve local housing and environmentally sustainable infrastructure.
Peter Barry Strategic Lead, Housing and Employability Date: 18th October 2016 ______
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Kathryn Kelly, Strategic Housing Officer, Housing Development, Council Offices, Garshake Road, Dumbarton G82 3PU, Tel No. 01389 737366, e-mail: [email protected]
Appendices: Appendix 1 – Draft West Dunbartonshire Empty Homes Strategy Update
Background Papers: Report by Strategic Lead, Housing and Employability to Housing and Communities Committee, 2nd November 2016
Page 166 of 262 WD LHS Equality Impact Assessment August 2016
Empty Homes Strategy, EIA Screening, October 2016
Report by the Executive Director of Housing, Environmental and Economic Development to Member/Officer Working Group; Inspection of Housing Management - West Dunbartonshire and Renfrewshire Empty Homes Project Shared Services Proposal 11 January 2012
Review of the Private Rented Sector: Volume 4: Bringing Private Sector empty houses into use: Scottish Government http://www.scotland.gov.uk/Publications/2009/03/23135229/ 20
Wards Affected: All Wards
Page 167 of 262 Page 168 of 262 APPENDIX 1
Homes Again West Dunbartonshire
Draft Empty Homes Strategy 2016-2019
Page 169 of 262
Contents
1. Introduction National Context Local Context
2. What is an Empty Home Why These Homes Are Empty Challenges Presented by Empty Homes
3. Linking In Strategic Links
4. Options for Owners Information, Advice & Guidance Financial Incentives Enforcement
5. West Dunbartonshire’s Approach to Empty Homes Investigating Empty Homes 200% Council Tax Charge
6. Monitoring and Review Targets Reviewing Progress
7. Action Plan Key Objectives Outlined
Page 170 of 262 1. Introduction
National Context Scotland currently has 34,000 long term empty homes in the private sector - long term empties are classed as any property that has been empty for 6 months or more. It is estimated in Scotland that’s some 23,000 new homes will need to be built each year to keep up with the growing number of households in Scotland. The reuse of empty homes would help towards achieving these goals.
According to the 2014 Scottish Household Survey covering 2.42m households, the private rented sector (14.%%) has grown by 175% since 1999, whilst in the same time the social rented sector (currently 24%) has declined by 22%. There are currently 160,000 households on waiting lists in Scotland, and at the same time only 17,231 new builds were started across the country in 2015/16.
Therefore the empty homes problem is an issue that needs addressing. Through empty homes work the council can have an added boost to their housing supply and communities can be regenerated. The Scottish Government has recognised and prioritised the issues of empty properties by asking Local Authorities to demonstrate in their Local Housing Strategies how the issue of empty homes are being addressed.
Local Context
The Council currently employs an Empty Homes Officer that is a shared resource between here and Renfrewshire Council. This post has been in place since August 2012. A system has been set up to allow empty homes to be handled in a targeted approach through information provided from Council Tax.
At present over 3900 applicants remain on West Dunbartonshire’s Council housing list so increasing the number of properties that can be used for affordable housing will be beneficial in meeting housing demand.
There were over 1200 homeless presentations made in West Dunbartonshire last year, the added value of bringing empty homes into use will have an effect on increasing housing options for the most vulnerable members of our community. West Dunbartonshire currently has over 400 properties recorded as being empty for over 6 months. Empty properties are an eyesore in the community and can attract unwanted antisocial behaviour and are a wasted resource.
Page 171 of 262 Finally, there are the social benefits of having less empty homes in an area. These include greater pride in an area, which could lead to less crime, particularly vandalism. A high number of empty homes in an area reduces the confidence of investors in that area, whereas the sight of a number of formerly empty dwellings springing back to life gives confidence that an area is recovering and may be a safe or even desirable place in which to invest. People who live next to or in sight of empty homes tend to suffer from increased stress and anxiety, and can be shown to have decreased levels of trust in their council. Bringing these homes back into use could not only help alleviate these neighbours’ health and wellbeing, it could also help reinforce positive perceptions of the Council.
Benefit to the community
There are other cost-benefits to the council which are less direct but no less important. When a home is occupied, the household will, depending on its size, spend thousands, potentially tens of thousands of pounds in the local community. This could be anything from buying groceries locally, going to local pubs/restaurants, buying clothes, furniture and other goods locally.
It is sometimes better when thinking of this particular benefit to consider the costs of these houses remaining empty rather than the benefits of them being occupied; lots of empty homes in a particular area impacts on the local economy and contribute to neighbourhood decline.
Then there are the benefits that might be accrued from having empty homes bought by new owners who want to spend money on them. Those owners are likely to hire local builders to do their work, often using local building supplies. That creates job opportunities for people both in the building trade and the building supply industry. They are more than likely to spend money on decorating supplies and furnishings too, and again are likely to source these locally. This could all have a positive effect on the local economy.
Environmental benefits
Of course there is also the benefit to the environment of reusing empty properties as opposed to building new ones. According to the Scottish Government; “The Empty Homes Agency has calculated that each new home in its study generated 50 tonnes of GHG (CO2e) compared with 15 tonnes of GHG (CO2e) for bringing an empty home back into use. Renovating an existing property removes the need for the energy locked into new build materials and construction.” Reducing the council’s impact on the environment is often a key
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Page 172 of 262 consideration for councils in their strategies, as is increasing the supply of affordable housing in an area, so to be able to do both at the same time could be incredibly useful.
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Page 173 of 262 2. What is an Empty Home
An empty home is considered to be one that has been sitting empty for 6 months or more.
Why These Homes Are Empty
There are a number of reasons why properties become empty including,
The property is difficult to sell or let The property is being renovated The owner does not have the finances/motivation or time to deal with the property The property has been repossessed Probate issues The owner is in care/hospital or has moved out of the country
Challenges Presented by Empty Homes
Not all empty properties are located in run down areas, nor are they always semi derelict boarded up and causing a problem. A large number of properties naturally become empty for periods of time between buying and selling and in between tenancies etc.
These properties can be viewed as ‘quick win’ properties where with a little intervention from the Empty Homes Officer (EHO) these properties can quickly be turned around and brought back into use.
When a property remains empty for a significant period of time, or is attracting unwanted attention then it could be considered to be a problematic long term empty property. Engaging with owners of these properties and encouraging them to tackle such properties can be a lengthy process to achieve a successful end result of ‘back in use’ that requires persistence. Some owners simply do not want to engage with the EHO over their property as it is privately owned and they feel it is not the Councils business over what they do with their property. Some measures have been initiated to try to mitigate this response from owners but additional powers that could also help to force these owners into action would certainly help resolve the issue of empty homes.
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Page 174 of 262 3. Linking In
Strategic Links
The Scottish Government has included Empty Homes within the scope for the all Local Housing Strategies which is being prepared. They recognise the part that empty properties can play in increasing housing supply. They ask for demonstration on what measures the Council is going to towards getting homes back into use.
The EHO also works closely with Scottish Government and Shelter Scotland who run the Scottish Empty Homes Partnership and attends Best Practice Group meetings with fellow Empty Homes Officers where best practice ideas are shared and knowledge developed.
4. Options for Owners
Information, Advice & Guidance
The Empty Homes Officer uses an approach to engaging with owners that involves:
Advice and Information Financial and Practical Assistance
Advice and Information
The reasons for homes becoming and remaining empty are varied. In many cases, the provision of advice and information may be enough to encourage an owner to bring their property back into use. Advice and information will be made available through a suite of leaflets that are available on the Council’s dedicated Empty Homes webpage.
The Empty Homes Officer will go out to meet with the home owner at their empty property if necessary and work out why the property is empty and explain the various options that maybe available to them to aid getting the property back into use.
The Empty Homes Officer will then maintain regular contact with the owner to see what stage the property is at and continually provide support and assistance until the property is brought back into use. The process of making contact with the owner and the end result of getting the property back into use
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Page 175 of 262 with empty homes work can be a long process due to problems getting owners to engage and then getting them to address the problems associated with their property. In 2015/2016 44 properties have been brought back into use through the advice and information route, some of these properties had been in progress for a year or so before the cases could finally be closed off.
Financial Incentives
Financial and Practical Assistance
Financial assistance is available to Empty Homes owners in the form of the Empty Homes Loan Fund. The Council has a rolling £150,000 pot of money from the Scottish Government to enable them to offer loans of up to £15,000 to owners of properties that have been empty for over 6 months and currently do not meet the repairing standard.
Once renovated to an acceptable standard, properties will be used as affordable housing for a minimum of 5 years. Rental income will run at approximately 10% below current Local Housing Allowance (LHA) rates. This income will be used initially to pay off loans then subsequently as income to the landlord.
Loan repayments to the council can be recycled allowing for the repayments to be used to fund further loans to upgrade more empty properties until repayment by the Council to the Scottish Government is required.
The Council also participates in the Loan to Sell option of this fund. This is designed to target owners of empty properties who wish to refurbish them and sell them on, as opposed to having to rent them out. Some landlords are reluctant to let out their properties and do not want to fall into the ‘accidental landlord’ situation. When participating in the Loan to Sell the owner can borrow up to the same amount then sell the property on, in line with Scottish Government LIFT (Low cost Initiative for First Time buyers) prices, based on number of bedrooms. When an owner wishes to participate in either loan scheme the council carries out a Schedule of Works for the owner which highlights to them the necessary works required for the property to be brought up to the repairing standard.
To date the take up of each loan fund option has proven to be very low with owners being put off by the tight regulations placed upon them. The Council is looking into options to try to make the Loan Fund a more viable option for these homeowners and would also welcome an ease in the restrictions upon them from the Scottish Government for them to use the fund as a part loan/ grant or use the fund to help us buy empty properties back. Being able to link empty
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Page 176 of 262 homes work up more closely with the buyback scheme would also help more suitable family homes being brought back into use. This could be possible by using the Affordable Housing Supply Program to fund the buyback scheme and allow the council to be more diverse in the properties it looks to buy back. Currently the scheme can be restrictive because of financial constraints which means it is unable to open out to encompass empty homes work.
Should more properties be able to be purchased through this scheme, the Council could then use the existing Empty Homes Loan Fund to refurbish these properties if necessary, and have more family homes available for social rent for perpetuity. To date 12 properties in total have been bought back through this scheme, 6 of which had been sitting as empty properties.
The EHO also keeps up to date with any other financial streams that are being made available and would prepare bids for any that the council could benefit from.
Scottish Government have said that they would consider changes to the loan fund to allow participating councils to use unspent money in conjunction with Registered Social Landlords (RSL’s) for buying back properties. RSL’s have been briefed about this potential finding stream and they have been asked to contact the EHO if they wish to express an interest.
Enforcement
The council may take the case to Compulsory Purchase Order to try and force the owner into action and, if they don’t act, to take possession of the property so the council can sell it and recover their costs that way. But again this is itself a very costly and time consuming process and there is no guarantee that at the end of it all, the council will actually be able to recoup their losses (depending on the value of the property).
The Scottish Government have said they intend to legislate to introduce a Compulsory Sale Order Power for vacant land and buildings. This would allow local authorities to force long term empty homes on to the open market so someone else can reuse them. This would give the EHO’s a tool to help unstick the problem long term empty properties where all other means of engaging with the owner have been exhausted.
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Page 177 of 262 5. West Dunbartonshire’s Approach to Empty Homes
Investigating Empty Homes
Letters and surveys are sent out to all registered empty homes owners dependant on the discount they are receiving for their council tax. Surveys are returned and the EHO can act on the results accordingly and tailor the empty homes service they offer to the owner. Follow up letters are also sent to those who do not reply to initial enquiries about their empty properties.
A database of information has been collated from these surveys and this outlines the properties that have been targeted and the progress to date. Through close working with other council departments properties that are empty but not recorded as such can also be targeted. These are usually highlighted through neighbour complaints, councillor enquires or referrals from other council departments such as Environmental Health.
A property may have become empty for various reasons such as, reluctance to let out, probate, bankruptcy, long term care, or simply a lack of awareness on the owners part. The surveys can help the EHO find out why the property is empty and help point out the best course of action to rectify the case.
Empty homes can be a financial drain on owners and can cause unnecessary stress and anxiety, the EHO acts as a point of contact for these owners who in some cases feel they have no one to turn to and cannot see other options available to them. The impact of empty homes on owners has also been exacerbated by the current financial climate, due to an increasing number of owners being unable to sell their properties for the desired price. The introduction of the 200% Council Tax charge, (detailed below), on properties empty over a year, again means that owners who are not actively working on their empty property or have it for sale or let also have this extra financial burden.
The main benefit to empty homes work will often be seen as council tax retrieved, which occurs in a number of ways. Firstly, there is the simple fact that many empty homes are being charged a discounted rate of council tax for the first year (between 50% and 90% of the full charge), so if those properties are brought back into use quicker, then the owner is paying full council tax quicker, and therefore the Council secures additional council tax revenue (see below chart for total amount brought back into the Council)
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Page 178 of 262 Evidence suggests that a large number of empty home owners are in arrears with the council tax payments on their empty property, and that this number grows proportionally throughout the year. The number, as a percentage of owners overall, is often higher than it is for owner/occupiers. The reasons for this are many; the owner may not realise they are being charged for the empty home, they may not be able to afford to pay and some disagree with the principle that they should be paying. There are many other, more personalised reasons besides.
Clearly, however, the more of these houses that are brought back into use, the better for the council. Not only do new owners/tenants tend to pay their council tax more promptly, but the old owner will often clear their arrears once their house is sold or let.
There is also the benefit of data cleansing, whereby an Empty Homes Officer helps council tax to reclassify properties correctly through correspondence with owners. This usually involves a transition from being classified as empty to being correctly updated to now being back into use, which some owners either forget to do or assume it will be done automatically when they update the electoral register.
200% Council Tax Charge
On the 1 April 2013 the Local Government Finance (Unoccupied properties etc.) (Scotland) Act 2012 became active. This allowed Local Authorities to charge increased Council Tax on certain homes that have been empty over a year. On 6 February 2014 the Council approved these changes and began charging the increased rate on 1 April 2014. 118 properties are now currently registered with the double charge.
The main changes approved were:
to reduce the council tax discount for empty and unfurnished properties from 50% to 10% after 6 months; remove the 10% current discount currently awarded after 12 months; and charge the full council tax liability for the property plus an additional 100% charge for properties which have been empty for more than 12 months, except where the liable party can produce evidence of the property being actively marketed for sale or rent at realistic market price.
Supplementary Guidance on Local Authority Discretion was released by the Scottish Government in March 2015 to highlight to Local Authorities the blanket
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Page 179 of 262 approach to the increased charge can be too punitive to force upon all empty home owners which resulted in a discretionary element being applied.
The discretionary element changes were:
Introduce a discretionary element for a maximum of 3 months for new owners that have purchased a property and where the property has exhausted all previous exemptions and discounts. This option provides a safeguard for new owners who have purchased empty properties that require work to be completed, that is not structural or major, to bring the property up to a suitable standard for habitation.
A further discretionary period of up to 9 months will be considered to bring the property back into use if the owner has agreed with the Council to:
a. take positive steps to occupy their property and b. agree to an 8 weekly inspection to review progress.
Owners that wish to receive the discretionary element for their increased Council Tax are therefore signposted to the EHO by Council Tax staff. These owners then must allow for the EHO to carry out these 8 weekly inspections to see if works are being carried out on the property to bring it back into use, in order to be eligible for this discretion. 7 properties are currently receiving the discretionary element.
The EHO can also work closely with Council Tax over empty properties that are sitting with high levels of council tax debt in order to try to get these back into use and address the debt levels.
6. Monitoring and Review
Targets
The council has developed ways of working in relation to empty properties that enables targets to be monitored. Homes that have been brought back into use through local authority involvement count towards the target of 50 properties per year being brought back into use.
Based on an average Council Tax band of C bringing 56 properties back into use in 2015/16 equates to bringing £65,128 back into the council through council tax.
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Page 180 of 262 Summary Table of Results for Empty Homes Work
West Dunbartonshire Council Properties brought back into use through 56 (2015/16) direct engagement Work in progress to bring properties back 46 into use Work in progress longer term 13
Type of value Number Value per property Total amount based on Average Band D Empty homes 56 £1,163 £65,128 brought back into use
Reviewing Process
The first Empty Homes Strategy ran from 2012-2016, this is the second edition and reflects changes that have occurred in empty homes work over this period and also progress to date and opportunities that can be expanded upon moving forward.
7. Action Plan
Key Objectives Outlined
Maximise the re-use of empty homes Reduce the number of long term empty problem properties Help to alleviate the effects of homelessness and waiting list in WDC Support Town Centre regeneration
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Page 181 of 262 Empty Homes Strategy 2016-2018 Action Plan
Strategic Objective Performance Evidence
Continue to build on existing empty homes and Continue to update empty empty homes related work in WD, maximising the homes documents as and when re-use of empty homes required
Manage the Empty Homes Loans Fund Managing any potential loan fund candidates and monitoring the works during and tenancy afterwards, continuing to promote also
Provide information and practical assistance to Keeping an up to date owners of empty homes to encourage them to database of active cases bring their properties back into use
Where negotiation fails, identify the most Aiming to move hard to tackle appropriate course of action to address the issues properties on by means of and in appropriate cases instigate enforcement enforcement and making use of action against owners who fail to co-operate new legislation as and when it becomes available for this
Ensure that any additional powers introduced Same as above through the enacted of the Housing (Scotland) Bill are utilised as soon as possible to aid Empty Homes Work in West Dunbartonshire
Identify and pursue potential sources of funding to Continuing to attend best develop an empty homes incentive scheme, practice meetings and pass including with external organisations and partners back any information on any new money saving incentives for owners
Capture learning and ensure the work carried out Continue to update strategy on over the term of the project leaves a lasting legacy 2 yearly basis to reflect any in West Dunbartonshire by embedding policies in new changes mainstream activities.
Report progress to the Homes Again Partnership Meetings to be held quarterly advisory board, which will involve representatives of the Scottish Ministers and Shelter, along with representatives from relevant departments in West Dunbartonshire
Bring over 150 empty homes back into use across Continuing to contact new West Dunbartonshire owners on Council Tax empty homes charges to get more homes back in use, and
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Page 182 of 262 towards being back in use.
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Page 183 of 262 Page 184 of 262 ITEM 10
WEST DUNBARTONSHIRE COUNCIL
Report by Strategic Lead – Housing & Employability
Housing & Communities Committee : 2 November 2016
Subject: Housing & Employability Delivery Plan 2016/17: Mid-Year Progress Report
1 Purpose
1.1 The purpose of this report is to set out the progress in the implementation of the Housing & Employability Delivery Plan 2016/17.
2 Recommendations
2.1 It is recommended that the Committee notes the contents of this report and the progress achieved at mid-year.
3 Background
3.1 West Dunbartonshire Council implemented a new organisational structure on 1 April 2016. This structure aligns services to 8 Strategic Leads and 4 Heads of Service (HSCP) who act as advisors to the Chief Executive in their respective areas. In addition, the Chief Executive is supported by three Strategic Directors, one of whom operates as the Chief Officer of the Health and Social Care Partnership.
3.2 Each Strategic Lead has developed a delivery plan for 2016/17. This sets out actions to address the key issues identified as part of the service planning process as well as actions to deliver the Council’s strategic objectives. It also provides an overview of its’ services and resources, including employees and budgets, and considers the relevant risks.
3.3 The strategic delivery plans were approved by the relevant committee/s earlier this year and a commitment was made to submit a mid-year progress report.
4 Main Issues
Delivery Plan
4.1 The Housing & Employability plan contains a range of actions designed to support delivery of the strategic priorities of the council. At the end of September 2016 17 (85%) of the 20 actions set out in the delivery plan are either complete
Page 185 of 262 or on track. The remaining 3 (15%) of actions require to be reviewed to ensure progress can be made. This may include remedial actions being put in place.
Self-Evaluation Programme
4.2 The Council has agreed a three year self-evaluation programme using the recently revised West Dunbartonshire Self Evaluation Framework. This utilises a checklist approach and is cascaded through an online tool. Over the three year programme, all Council services, not already subject to an external evaluation approach, will undertake self-evaluation, with 11 scheduled in the first year.
4.3 Within the Housing & Employability strategic area self-evaluation using the West Dunbartonshire model will be undertaken for the Working4U service and Communities team, during year two and three of the programme. The Housing service is evaluated through the Scottish Housing Regulator.
Customer Feedback
4.4 A key focus in the development of the strategic delivery plans was ensuring that services capture learning from the range of different mechanisms available for customer feedback. Central to this approach is ensuring plans capture learning and evidence improvements to service delivery based on complaints.
4.5 To date this year (April – Jun) the housing & employability strategic area has received a total of 18 complaints. This consisted of 15 Stage 1 complaints (83% of total) and 3 stage 2 complaints (17%of total).
4.6 In the second quarter of this year (July-September) the housing & employability strategic area received 9 complaints, Of the 9 complaints, 5 complaints were closed with 5 working days. With all complaints closed within the 20 working days target. Of the 9 complaints received, 5 were upheld at stage 1.
4.7 A telephone survey of 300 residents is carried out every quarter to gauge satisfaction levels with a range of Council services. While none of the questions covered by the survey relate specifically to the Housing & Employability service area, the survey does report a good overall satisfaction with the accessibility of the Council.
4.8 Within the Housing and Employability Service, there is also a significant focus on gathering feedback and ensuring involvement of Council tenants. This is directly linked to the Scottish Housing Regulator’s requirement to assess tenant satisfaction.
4.9 Each year the Council commissions a satisfaction survey, focused on gathering views from a representative sample of tenants. This survey asks a range of
Page 186 of 262 question about satisfaction with a range of services but also asks tenants to identify priorities for service development going forward.
4.10 In addition to this specific annual satisfaction the survey, the tenant participation team of the Council has on ongoing relationship with tenant and resident organisations across West Dunbartonshire, meaning there is a route in place for ongoing feedback.
Workforce Planning
4.11 Each strategic delivery plan has a supporting workforce plan, attached as appendix 2, which is developed to highlight and plan for the management of key workforce issues which are necessary to fully support the delivery of the plan. These workforce issues have significant implications in terms of organisational change, resource planning, resource profiling, skill mix, training and development and restructuring.
4.12 The workforce plan for the strategic area also details the current profile of the service allowing for observations and assumptions to be made about demographic profile and the impact this has on resources and service delivery. Sickness absence and PDP information are also included as key service priorities for the council.
5 People Implications
5.1 There are no direct people implications arising from this report.
6 Financial & Procurement Implications
6.1 There are no direct financial or procurement implications arising from this report.
7 Risk Analysis
7.1 Failure to deliver on the actions assigned to the strategic area may have a direct impact on delivery of the Council Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed and approved.
8 Equalities Impact Assessment
8.1 As this report details progress on an action plan already agreed there is no requirement for equalities screening or impact assessment.
9 Consultation
Page 187 of 262 9.1 This report provides an update on progress being made across the strategic area, drawing from information provided by officers.
10 Strategic Assessment
10.1 The strategic delivery plan provides detail in delivery of actions to support success outcomes across all 5 strategic priorities of the Council.
Peter Barry Strategic Lead – Housing & Employability Date: ______
Person to Contact: Jan McKinley, Business Partner – Policy, Planning & Performance E-mail: [email protected]
Appendix: Appendix 1: Mid Year Progress Report: Strategic Delivery Plan Appendix 2: Housing & Employability Workforce Plan
Background Papers: None
Wards Affected: All wards
Page 188 of 262 Housing & Employability Delivery Plan 2016/17 Mid Year Progress Report
Social Mission - Improve economic growth and employability
Action Status Progress Due Date Comment Assigned To The devolved programme, Scotland’s Employability Programme, will begin with a transitional year that will be based on a call for suppliers to deliver WorkAble and WorkChoice in Contract Package Area1. Preparing for Scotland's Health and Employability WDC has representation on the group a Stephen 31-Mar-2017 Programme 2017 monitoring the procurement process. This Brooks will act as a precursor to the main programme which will begin in 2018. Preparations for the main 2018 programme will begin in November/December 2016 with an invitation to Tender. The review is taking place alongside the development of proposals for the SDS Review MA programme to improve future workforce Modern Apprenticeship programme. The Stephen 31-Mar-2017 planning SDS proposals will be submitted at the end Brooks of November/ December as part of the SDS contract tendering process. Management staff, co-ordinators and team leaders have been appointed and a realignment of staff, to meet restructure Stephen Ensure successful delivery of Working 4U 31-Mar-2017 aims, has been undertaken. Team priorities Brooks have been established and staff have made aware of their contribution through team meetings and the PDP process.
Page 189 of 262 Social Mission - Improve local housing and environmentally sustainable infrastructure
Action Status Progress Due Date Comment Assigned To Action on track - New LHS will be submitted to the Housing and Communities Committee Deliver new Local Housing Strategy to cover the period nd 30-Nov-2016 in 2 November 2016 for approval before John Kerr 2017/22 submission to Scottish Government. This is the last remaining milestone Action on Track- One of six milestones have Maximise the delivery of new affordable housing in been completed but the main outputs will be West Dunbartonshire (More Homes West 31-Mar-2017 delivered over the course of the next couple John Kerr Dunbartonshire) of months including the SHIP and new affordable housing in Alexandria. Action on track, I of 3 milestones have been Deliver refreshed Housing Asset Management Strategy 28-Feb-2017 completed, and preparatory work has John Kerr commenced in delivering the new strategy Action on track - two of the five milestones Carry out comprehensive Tenant Satisfaction Survey to 28-Feb-2017 have concluded and the remaining three will John Kerr inform service delivery and improve satisfaction levels be delivered within agreed timescales.
Social Mission - Improve the wellbeing of communities and protect the welfare of vulnerable people
Action Status Progress Due Date Comment Assigned To Action on track, 1 of 3 milestones have been Support local implementation of Community Amanda 31-Mar-2017 completed to date. The remaining two will Empowerment (Scotland) Act Coulthard be delivered within the timescales as set. Action on track – 3 of 5 milestones now Ensure successful local implementation of Housing Act complete and we await finalised guidance 31-Mar-2017 John Kerr 2014 from the Scottish Government in respect of the final elemental dates. Action will commence on completion of the Housing Service restructure. The Develop and implement a robust Housing Options 31-Mar-2017 Homelessness and Homelessness John Kerr Framework Prevention Co-ordinator will lead in terms of development
Page 190 of 262 Action Status Progress Due Date Comment Assigned To Action on track – 2 of 4 milestones complete Review and refresh West Dunbartonshire and new strategy incorporating temporary 28-Feb-2017 John Kerr Homelessness Strategy accommodation strategy will be submitted to Committee in February 2017 Action on track - Targeted approach and strengthening of management arrangements has seen an early reduction in repeat homeless levels (11% reduction), this will Carry out detailed analysis and develop and implement continue through the action planning interventions aimed at reducing level of repeat 31-Dec-2016 John Kerr process and will be monitored on a monthly homelessness basis. 5 of the 11 milestones have been achieved with regards this action, the remaining 6 are on track and will be completed within the timescales identified. Action completed - Analysis identified areas for improvement which were introduced at Identify and resolve weaknesses in relation to reporting 31-May- once, this has had a positive impact on John Kerr the provision of temporary accommodation 2016 customer service and the provision of temporary accommodation to the most vulnerable members of our communities. We have established closer working relationships between teams within Working 4U and with colleagues in Housing. This includes the development of a proposal for Review service delivery to meet the needs of our Stephen 31-Mar-2017 funding to support most disadvantaged customers affected by welfare reform Brooks families by providing access to a broad package of support to address immediate issues, build resilience and secure access to employment and training opportunities.
Page 191 of 262 Organisational Capabilities - Committed and dynamic workforce
Action Status Progress Due Date Comment Assigned To Actions taken include regular team meetings and strategic development sessions, commitment to senior manager back to the Ensure implementation of Employee Survey 31-Mar-2017 floor. Peter Barry Improvement actions Further work will include engagement and involvement in the development of the new delivery plan.
Organisational Capabilities - Fit for purpose estates and facilities
Action Status Progress Due Date Comment Assigned To Action on track – three of five milestone have been completed and a performance Deliver the Scottish Social Housing Charter locally 31-Mar-2017 John Kerr report will be made available to all tenants and members in November
Organisational Capabilities- Innovative use of information technology
Action Status Progress Due Date Comment Assigned To Action on track – One of six milestones Deliver IHMS (Integrated Housing Management completed. A project plan has been 31-Jan-2018 John Kerr System) developed and key dates identified in 17/18 have also been included.
Organisational Capabilities - Strong financial governance and sustainable budget management
Action Status Progress Due Date Comment Assigned To Action on track, 3 of 4 milestones have been achieved and work in terms of the rent Ensure compliance with HRA Guidance 31-Mar-2017 consultation will commence with a meeting John Kerr with tenant representatives in early November.
Page 192 of 262 Action Status Progress Due Date Comment Assigned To Implement Rent Collection Action Plan and improve 31-Mar-2017 On track. Andy Cameron performance around rent arrears
Legitimacy and Support - Positive dialogue with local citizens and communities
Action Status Progress Due Date Comment Assigned To Action progressing as planned and due to Amanda Deliver Your Community across West Dunbartonshire 31-Mar-2017 be delivered within timescales Coulthard
Page 193 of 262 Page 194 of 262 Appendix 2 2016/17 Housing and Employability Workforce Plan
Introduction
The purpose of this Workforce Plan is to highlight and plan for the management of key workforce issues which are necessary to fully support the delivery of the Service Plan. These workforce issues cover the full period of the Service Plan and have significant implications in terms of organisational change, resource planning, resource profiling, skill mix, training and development and restructuring.
It also details the current profile of the department allowing for observations and assumptions to be made about the demographic make up and the impact this has resources and service delivery. Sickness absence information has also been included as reduction in this area is a key service priority for the council.
The plan is broken down as follows:
1. Summary of the Key Service Priorities/Issues and Resource Implications 2. Longer term Key Service Priorities/ Issues and Resource implications 3. Establishment and resource Information: a. Number of Employees b. Demographics c. Sickness Absence d. Staff Movement e. PDP
1. Summary of the Key Service Priorities/Issues and Resource Implications
Details priorities or issues, which will happen and conclude during the current financial year and their implications.
Priority/ Issues Resource or Skill Action required Cost / Lead implication Saving Person
Redesign our approach May impact on Comprehensive To be John Kerr to homelessness within employees / review of financial determined the landscape of resources available impact upon significantly reduced staffing financial assistance
Implement decision to Up to 4 FTE new Recruitment Cost approx John Kerr grow Ashton view to 22 posts will be process £111,000 bed unit recruited (Funded)
Develop a Housing Upskill employees Deliver training n/a John Kerr Options framework using the Training programme to Toolkit employees
Page 195 of 262 Review of Modern Impact upon number Conduct review n/a Stephen Apprenticeship and type of project Brooks programme to closer apprenticeships align to WDC workforce planning
Review service delivery Upskill / realignment Conduct a n/a Stephen within Workin4U to of employees / comprehensive Brooks meet the needs of resources review of impact customers impacted by of WR Welfare Reform
Deliver IHMS Recruitment of up to Review of Capital John Kerr 4FTE fixed term resources / Funded posts, may result in recruitment internal backfill within housing
Transfer of Housing Smooth transfer of Service n/a John Kerr admin employees to employees (16 involvement in / Andy CAS employees) transition Cameron arrangements Ensure continuity of internal service delivery
Embed Refugee Integrate into Recruitment of Funded Amanda Settlement Project Housing Services Bilingual Support post Coulthard Worker Recruitment of 1 FTE employee
2. Longer term Key Service Priorities/ Issues and Resource implications
This section details priorities or issues, which will start in the next financial year but will conclude beyond this period or have been agreed in this financial year but will commence at a later date.
Period that Priority/ Potential Potential actions Cost / Lead priority will Issues resource or skill required Saving impact over implication
2017/18 Develop Review available Service Review / Up to 4% P Barry savings resources / Service
Page 196 of 262 options to opportunities for Expansion / saving deliver up income Exploration of to 4% generation Shared Services budget (internal / saving external)
Page 197 of 262 Page 198 of 262 ITEM 11
WEST DUNBARTONSHIRE COUNCIL
Report by Strategic Director - Regeneration, Environment & Growth
Housing and Communities Committee: 2nd November 2016
Subject: Update on Rent Collection
1. Purpose
1.1 The purpose of this report is to update Committee on Rent Collection and the Rent Collection Workstream.
2. Recommendations
2.1 It is recommended that the Committee notes the content of the report and the progress made to date in 2016/17.
3. Background
3.1 As at 31st March 2016 the value of current tenant rent arrears was £1,980,866. This was an increase of £364,456 from 31st March 2015.
3.2 The gross rent arrears, which includes current and former tenant arrears, as at 31st March 2016 as a percentage of rent due for the reporting year was 10.89%.
3.3 The number of current tenants that were in rent arrears at 31st March 2016 was 4,104, which was an increase of 231 from 31st March 2015.
4. Main Issues
4.1 Rent arrears have increased in recent years due to the impact of Welfare Reforms that are having a direct impact on the tenant’s ability to maintain regular rent payments and/or arrangements towards arrears.
4.2 Following a restructure within the Revenues and Benefits Section, the rent collection/arrears processes have been reviewed, streamlined and implemented in quarter 1 of this year. Details are contained in Appendix 1.
4.3 These changes have had a positive impact on our rent collection and rent arrears performance in the first 2 quarters of 2016/17, as follows:
• the value of current tenant rent arrears at the end of quarter 2 was £1,987,711. Although arrears have increased by £6,845 between April
Page 199 of 262 2016 and September 2016, compared to same period in 2015/16 when arrears increased by £156,589. • there has been a decrease in the number of current tenants that are in rent arrears from 4,104 to 3,460; and • the percentage of tenants with sustainable payment arrangements has increased from 22% at the 31st March 2016 to 35%.
4.4 In order to continue these improvements a Rent Collection Workstream with joint working with Corporate Debt, Housing staff, Customer Service and Corporate Communications was created.
4.5 The purpose of this group was to review the process of joint working between sections, early intervention with new tenants and create a targeted publicity campaign on rent collection. Appendix 1 contains the details on this.
4.6 Appendix 1 contains details on the Rent First campaign and our proposed approach to this. The order of the roll out was agreed following analysis of current rent arrears and benefit take up.
4.7 The campaign will be a joint approach from Corporate Debt, Housing, Customer Service and Working 4 U staff in order to provide support and assistance to residents with rent arrears and any other debt problems that they may have. 5. People Implications
5.1 There are no people implications.
6. Financial & Procurement Implications
6.1 There are no direct financial implications arising from this report. The report shows that since implementation of improved ways of working performance has improved. An ongoing improvement is anticipated and will assist the Housing Revenue Account maintain or potentially improve the budgeted position in relation to bad debt provision, which currently sits at £1m per year.
6.2 There are no procurement implications.
7. Risk Analysis
7.1 There is a risk that this approach may not be successful and rent arrears may continue to increase, therefore the progress of the work-stream will be monitored closely and reported on a regular basis. If any issues are identified with the progress, this will result in further consideration of the approach.
Page 200 of 262 8. Equalities Impact Assessment (EIA)
8.1 No significant issues were identified in a screening for potential equality impact of this report.
9. Strategic Environmental Assessment (SEA)
9.1 There is no requirement to carry out a SEA.
10. Consultation
10.1 Consultation has taken place with Housing and Legal Services.
11. Strategic Assessment
11.1 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’.
Richard Cairns Strategic Director, Regeneration, Environment & Growth Date: 6 October 2016 ______
Person to contact: Ryan Chalmers, Section Head (Revenues & Benefits) Council Offices, Garshake Road, Dumbarton Telephone (01389) 737557 Email: ryan.chalmers@west–dunbarton.gov.uk
Appendix: Rent Collection Workstream
Wards affected: All Council wards
Page 201 of 262 Page 202 of 262 Appendix 1
H&E - HIB workstream 2016/17 - Rent Collection
Generated on: 10 October 2016 Report Layout: HEEDs PMF 2009 002 (JMcK)
Icon Name
1. Rent Collection
2013/14 2014/15 2015/16 Q1 2016/17 Q2 2016/17 Performance Indicator Assigned To Value Value Value Value Target Status Value Target Status Gross rent arrears (all tenants) as at 31 March 8.6% 9.55% 10.89% 8.57% 7.6% 8.45% 7.6% each year as a percentage of rent due for the Ryan Chalmers reporting year
Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
On track. Commence work stream for 31-Jul- Yes Terms of reference for Rent Collection and produce 2016 work-stream have refreshed rent collection been agreed, working action plan with agreed group has met and performance targets refreshed action plan has been developed. Implement Rent Collection Action Agree process to monitor the 31-Aug- Yes Implementation of 31-Mar- Plan and improve implementation of Rent 2016 action plan / work- Andy Cameron 2017 performance Collection action plan / work- stream will be around rent arrears stream. monitored monthly at the Housing Improvement Board. Implement agreed action plan 31-Mar- No and add additional actions as 2017 appropriate
1 Page 203 of 262 Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
Produce a Report will be committee report submitted to the 30-Nov- on the progress of Housing and Andy Cameron 2016 improving rent Communities in collection November 2016 Review of the Rent Review sign up procedure in 30-Jun- Yes Sign up process was Arrears process in conjunction with Housing 2016 delayed due to conjunction with restructure within Housing; considering Corporate Debt and Rentsense system Housing. which will provide Upgrade CARs system to 30-Sep- Yes Upgrade on target for richer data around enable reason for arrears to 2016 end of September. rent arrears be recorded to allow future monitoring which will analysis. Improve rent potentially reduce 31-Mar- Ryan collection manual review; CARS Develop online benefit forms 31-Oct- No Milestone on target 2017 system upgrade with integration into iworld to 2016 Chalmers performance underway and SMS ensure housing costs are upgrade planned in covered at the earliest Oct'16 Attend HPIB and implement 31-Mar- No any actions 2017 Maximise use of Discretionary 31-Mar- No Housing Payments 2017 Maximise write off former 31-Mar- No tenant debt 2017
Icon Name
2. Current tenant arrears
2013/14 2014/15 2015/16 Q1 2016/17 Q2 2016/17 Performance Indicator Assigned To Value Value Value Value Target Status Value Target Status
Number of current tenant arrears cases 2,686 3,873 4,104 3,862 3,500 3,640 3,500 Ryan Chalmers
1,127,78 1,616,43 1,980,88 2,012,17 1,800,00 1,987,71 1,800,00 Value of current tenant arrears Ryan Chalmers 1 0 6 4 0 1 0
2 Page 204 of 262 Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
All CDO have local Monitor rent collection 31-Aug- Yes targets and additional performance by officer patch 2016 targets set via Wards. against agreed targets If targets are achieved Report rent collection 31-Aug- Yes then overall WDC Set and monitor performance by geographical 2016 Andy target will be local geographical 31-Aug- area at monthly performance Cameron; achieved. targets for rent 2016 meetings of geographical Ryan collection housing teams Chalmers Set local geographical targets 31-Aug- Yes for rent collection by officer 2016 patch in conjunction with colleagues in Finance Brief Contact Centre staff on 31-Oct- No Engage One Stop Rent Campaign and key 2016 Shop and Customer messages so that appropriate 31-Oct- Contact staff in advice is provided and Andy Cameron 2016 "Rent First" signposting to CDO / HO is Strategy carried out at earliest opportunity. Brief Communities staff on 31-Oct- No Rent Campaign and key 2016 Engage messages so that appropriate Communities Staff 31-Oct- advice is provided and Andy Cameron in Rent First 2016 signposting to CDO / HO is objectives carried out at earliest opportunity. Introduce the use This was introduced in Yes of "Intention to July as planned. 31-Jul- Ryan Pay" proforma 2016 Chalmers ahead of new tenant visit Agree process to carry-out 30-Sep- Yes Process agreed Implement Rent evaluation of impact of 2016 campaign (length of time to Collection campaign by Ward: Initial 31-Mar- measure impact, arrears Andy Cameron phase to be 2017 before and after, referrals to concluded by 31 W4U). March 2017 Roll out Rent Collection 01-Nov- No campaign in Ward 5 : 2016
3 Page 205 of 262 Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
Clydebank Central Roll out Rent Collection 01-Dec- No campaign in Ward 6 : 2016 Clydebank Waterfront Roll out Rent Collection 01-Jan- No campaign in Ward 3 : 2017 Dumbarton Roll out Rent Collection 01-Feb- No campaign in Ward 2 : Leven 2017 Roll out Rent Collection 01-Mar- No campaign in Ward 1 : Lomond 2017 Roll out Rent Collection 31-Mar- No campaign in Ward 4 : 2017 Kilpatrick Brief W4U staff on Rent No Campaign and key messages Engage W4U staff 31-Oct- so that appropriate advice is in "Rent First" Andy Cameron 2016 provided and signposting to Strategy CDO / HO is carried out at earliest opportunity. Action on track - Initial Produce initial draft campaign 28-Jun- Yes initial draft produced meeting held with for discussion and feedback at 2016 and feedback provided Corporate HIB meeting on 28 June 2016 verbally at HIB Communications on meeting and via email 14th January 2016 the following week. developing proposals Incorporate feedback from 21-Jul- Yes HIB into 2nd draft for 2016 Initiate a publicity discussion and feedback Rent campaign that 31-Oct- Collection work-stream supports / Andy Cameron 2016 meeting on 21 July 2016 advocates rent payment Incorporate feedback from 28-Jul- Yes campaign finalised - Rent Collection work-stream 2016 will include local meeting into final draft. emphasis based on analysis of issues in each Ward (e.g. low take-up of benefit) Launch publicity campaign 31-Oct- No across all agreed media 2016
4 Page 206 of 262 Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
formats and will local elements by Ward
Icon Name
3. Former tenant arrears
2013/14 2014/15 2015/16 Q1 2016/17 Q2 2016/17 Performance Indicator Assigned To Value Value Value Value Target Status Value Target Status
Number of former tenant arrears cases 2,482 2,588 1,527 1,683 1,500 1,709 1,500 Ryan Chalmers
£1,859,1 £1,271,1 £1,387,4 £1,400,0 £1,379,9 £1,400,0 Amount of former tenant arrears Ryan Chalmers 38 62 20 00 78 00
Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To
Undertake discussions with debt partner 31-Aug- Yes Cost/Benefit around cost/benefit analysis 2016 analysis in relation required Andy to recovery activity 31-Dec- cost/benefit analysis carried 31-Oct- No Cameron; (WDC v Sheriff 2016 out 2016 Ryan Officers) and Chalmers prepare report with recommendations forwarded 04-Nov- No recommendations based on cost/benefit analysis 2016 for HIB review working practices of 30-Jun- Yes teams 2016 Streamline processes 30-Jul- Yes 2016 Carry-out debty analysis 31-Jul- Yes Review debt recovery processes 31-Dec- 2016 Ryan to ensure maximum 2016 Implement changes following 30-Aug- Yes Chalmers
efficiencies analysis 2016 Introduce targets for staff, 31-Aug- Yes including monitoring/feedback 2016 Consider new technologies 31-Dec- No 2016
5 Page 207 of 262 Action Status
Cancelled
Overdue; Neglected
Unassigned; Check Progress
Not Started; In Progress; Assigned
Completed
PI Status Long Term Trends Short Term Trends
Alert Improving Improving
Warning No Change No Change
OK Getting Worse Getting Worse
Unknown
Data Only
Risk Status
Alert
High Risk
Warning
OK
Unknown
6 Page 208 of 262 ITEM 12
WEST DUNBARTONSHIRE COUNCIL
Report by Strategic Lead – Housing and Employability
Housing and Communities Committee: 2 November 2016 ______
Subject: Integrated Housing Project - Update and Progress Report
1. Purpose
1.1 To provide Committee with an updated position on the Integrated Housing Project management and project development, and an overview of progress made to date.
2. Recommendations
It is recommended that the Housing and Communities Committee:-
2.1 note the contents of this report and the progress made to date in procuring a market leading and state of the art Integrated Housing Management System (IHMS) and associated service and process improvements being delivered as a result.
3. Background
3.1 On 4 February 2015, the Housing and Communities Committee approved the procurement process to tender and award for the supply, implementation and ongoing support/maintenance of an IHMS, with a capital budget commitment of £1.5m.
3.2 The Business Case detailed the need for a new Integrated Housing Management system and detailed a commitment of further research into the best method of getting the system, either through sharing with another housing provider or purchasing a system specific to West Dunbartonshire Council.
3.3 To ascertain the best method an options appraisal was developed. All housing providers in Scotland were approached and invited to explore opportunities for sharing systems.
3.4 Initial research and further discussions found that no housing organisations had either the desire to share systems, had an integrated system that would meet the requirements of WDC or were in a position to enter into a collaborative procurement exercise that complimented the anticipated timescales of WDC procuring a system from the market.
3.5 Following completion and acceptance of the Options Appraisal the Project Team commenced development of a Tender Specification that set out the
Page 209 of 262 requirements for a new system. Development work took place from December 2015 to February 2016.WDC invited tenders for an IHMS by way of a mini- competition process via the Crown Commercial Services Framework. The Invitation to Tender document was published on the Public Sector Scotland – Tender website on 18 March 2016 and closed on 29 April 2016.
3.6 Following an extensive evaluation process, Aareon UK was given awarded preferred supplier status by the IHMS Project Board on 3 June 2016.
3.7 Contract negotiations between Aareon and WDC commenced on 14 July 2016 and with an anticipated signing date by end of October 2016. A letter of intent was signed in September 2016 to allow pre-contract work to be carried out between the organisations.
4. Main Issues
Implementation
4.1 Development of a detailed implementation plan is currently underway between WDC and Aareon Project Managers. The implementation plan will highlight supplier dates on site, resource requirements of WDC staff and what stages of implementation payments to the supplier will take place.
4.2 Whilst the estimated time of completion within the implementation may change based on the resource requirements of WDC staff, the complex nature of data within incumbent systems and the development of an internal training programme for over 500 staff it is expected that full implementation will take 18 months.
Process Development
4.3 The Project Team is now fully operational, initially a major requirement of the team is spending time within service areas in housing to map all processes or tasks that are carried out. Doing this will allow the project team to suggest improvements with current processes but also allow the processes to be amended and improved to maximise the capabilities of the new systems by, for example, removing all stages in processes that require paper to be used.
4.4 Over 200 processes have been identified that are currently being mapped using Microsoft Visio. By mapping all processes as they are currently carried out will allow the project team to identify and quantify improvements within the service areas thus allowing for accurate benefits realisation to be reported to the Project Board and Change Board.
Data Cleansing
4.5 Another important task being carried out by the Project Team is data cleansing. Firstly the team are developing a structure which will highlight what systems are currently being used across Housing and the information stored
Page 210 of 262 within. Secondly data cleansing of people information within Saffron has commenced. There are currently 25,000 people records that require to be checked for duplicate entries and it is critical that matching is carried out effectively to allow ‘clean’ data to be transferred to the new system.
5. People Implications
5.1 Staff information sessions were held from 14-16 October in Clydebank Town Hall to advise staff of the implementation and allow any questions or concerns to be discussed. Minor changes to job roles will be common after implementation of the system with all staff being expected to use mobile devices, adopt new processes and utilise a new system
5.1 Union representation on the project has been agreed and consultation will take place throughout implementation and beyond.
6. Financial and Procurement Implications
Financial
6.1 Budget allocation for the project was £1,500,000 with £1,000,000 being for procurement of the system and necessary devices and £500,000 being for Project Team staff costs. Whilst purchasing devices is still to be factored into overall costs Aareon’s implementation costs of £650,000 is currently below the anticipated capital budget.
Procurement
6.2 Authorisation to procure the IHMS was passed in February 2015.
7. Risk Analysis
7.1 Risks relating to the implementation include the allocation of appropriate quantity and skillset of staff. It is critical that throughout the implementation the required resources are available to carry out the duties expected of them. To mitigate this risk the Project Team are working with the Housing Improvement Board and Project Board to develop a suitable governance structure for implementation and all Service Managers and Coordinators can evaluate the resource implications and potential issues it may cause to operational delivery through the implementation plan.
7.2 A further risk involves any delay to implementation incurring additional charges for WDC. Specific dates will be set within the implementation plan for Aareon to carry out development work remotely or on-site. Before commencement of the development work WDC will have targets to meet, and if those targets are not met the development work cannot commence. Should this happen WDC will be charged by Aareon. As per paragraph 7.1 to mitigate this risk WDC will endeavour to have all necessary resources available throughout implementation. Provisions will also be included within the contract
Page 211 of 262 for cancellation notification periods where WDC can cancel a development day without incurring a charge.
8. Equalities Impact Assessment (EIA)
8.1 An initial screening has assessed that the introduction of a new housing management IT system has the potential to improve the reporting of equality and diversity issues.
9. Consultation
9.1 A Integrated Housing Management System (IHMS) Group comprises of officers from various Council departments and continues to meet on a regular basis to ensure that the project is delivered on time and to meet the needs of the West Dunbartonshire communities.
9.2 As part of our continued drive for improvement within housing services, the introduction of an Integrated Housing Management System has been detailed in discussion with the Scottish Housing Regulator as a key catalyst for the ongoing improvements within housing services.
9.3 The design and implementation of the IHMS system will include consultation with staff, trade unions and tenant representatives.
10. Strategic Assessment
10.1 Having considered the Council's strategic priorities, this report contributes to all five strategic priorities and significantly to improving local housing and environmentally sustainable infrastructure. Through the contract strategy, other opportunities which contribute to delivery of the Council strategic priorities; for example community benefits which improve economic growth and employability or life chances for children and young people, will be explored.
Peter Barry Strategic Lead Housing and Employability Date: 5 October 2016
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Graham Watters, Integrated Housing Project Co- ordinator, Housing Development Team, Garshake Road, Dumbarton G82 3PU, telephone 01389 737702, email: [email protected]
Page 212 of 262 Appendices: None
Background Papers: Report by the Executive Director of Infrastructure and Regeneration to Housing and Communities Committee: 4 February 2015: Integrated Housing Management System
Wards Affected: All
Page 213 of 262 Page 214 of 262 ITEM 13
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Lead, Housing and Employability
Housing and Communities Committee: 2 November 2016 ______
Subject: Scottish Water Infrastructure Works – Dock Street, Clydebank
1. Purpose
1.1 This report informs committee about a request from Scottish Water to construct a new sewer within an area of land in Council ownership in the Clydebank waterfront ward, close to the boundary with Glasgow City. The land in question is a grassed area of currently undeveloped ground directly to the front of Newshot Court, bounded by the pavement at Glasgow Road and is highlighted within the appendix of this report.
2. Recommendation
2.1 It is recommended that the Housing and Communities Committee grant permission for Scottish Water to undertake the necessary work subject to Scottish Water providing the Council with the agreed compensation of £25,000 and awarding the Council significant developer status.
3. Background
3.1 The site in question and all adjacent land are currently part of a future housing regeneration opportunity following a decision by the Housing and Communities Committee on 5 November 2015
3.2 As part of an improvement programme to existing drainage infrastructure within Dock Street (Glasgow Road), Clydebank, Scottish Water (SW) are in the process of constructing a new sewer. Initially, the sewer was to be sited under the road. However earlier this year (April), SW encountered issues with uncharted services. These uncharted services are mainly Scottish Power (SP) power cables. SW negotiations with SP at this point failed to achieve a suitable resolution. 3.3 The situation with the uncharted services would require SW to divert the existing SP cabling, SW have further stated that works on this route would take a period of months and lead to lengthy delays to the planned works. The planned works would also improve the current considerable flooding issues within the area. 3.4 SW have also advised that this course of action would involve further traffic/road disruption on Glasgow Road, both in terms of these service diversions and the follow-on planned Scottish Water works. It is estimated that in total these works would take around four months to complete. The option to work around the services was deemed not feasible by Scottish
Page 215 of 262 Water as there is no space to both lay their new sewer nor safely carry out the required excavations around these services. 3.5 As a result of SW failing to reach an agreement with Scottish Power, SW have approached the Council with a proposal to take the sewer location off the main road and onto the grassed area in front of Newshot Court, Clydebank East. This land currently sits within the Housing Revenue Account and is subject to a live committee instruction outlined at 3.1 of this report.
4. Main Issues
4.1 Scottish Water (SW) have investigated all other alternatives routes, and utilising the Council land was deemed by their technical experts as the safest and least intrusive option on traffic. This is a view shared by the Council’s own technical experts. 4.2 The Council has responded in a positive manner to the SW approach, but has ensured that it protects the Council’s assets, the interests of the communities we serve and also future redevelopment opportunities. 4.3 The Council has advised SW that whilst their revised plans may be the most cost-effective to SW and least intrusive in terms of traffic disruption and safety, such a proposal could impact on the Council’s future redevelopment plans for the area. These impacts have now been investigated by senior officers within Regeneration, Infrastructure and Growth. 4.4 The most significant adverse impact of agreeing to the SW proposal would be the siting of the sewer and its statutory 6.5m exclusion area would sterilise a small area of approximately 413 square metres development land and could potentially curtail a small area of development across the frontage of the site. The preferred Planning position in terms of any new development would be to have development along the frontage of the site. However the area can be developed for amenity purposes within the overall context of the proposal. This location has also been identified as being a ‘Gateway to West Dunbartonshire’. The site is already affected by a sewer running north – south through the site and the proposed new sewer ties in with this at the southern end of the site. 4.5 Recognising the Council’s position SW have responded to a number of Council proposals to minimise any potential impact, this has resulted in a planned work programme which has satisfied the requirements of Planning, Roads and also with regards for future affordable housing development. In addition there will be no negative impact to the existing residents within the area. 4.6 Following negotiation SW has subsequently agreed to provide a compensation payment to the Council of £25,000. This figure is considered to be appropriate and fair when considering the land to be sterilised. Scottish Water will now also consider West Dunbartonshire Council as a significant developing organisation, this status will help prevent any delays as a result of Scottish Water infrastructure with regards any of the Council’s future development programmes.
Page 216 of 262 5. People Implications
5.1 None
6. Financial and Procurement Implications
6.1 The Housing Revenue Account will benefit £25,000 due to the compensation figure agreed with Scottish Water to access the land to enable them to carry out their planned works.
7. Risk Analysis
7.1 There was a risk that the impact of the planned works could potentially dilute future regeneration opportunities within the site, discussions with Scottish Water and amendments to the proposals have mitigated this potential risk. There is an additional risk that without the Council’s positive contribution the flooding issues and negative impact of the local residents would not have been resolved.
8. Equalities Impact Assessment (EIA)
8.1 An EIA is not required in terms of this report.
9. Consultation
9.1 There has been a lengthy consultation process in regards of this situation involving Scottish Water, and various senior officers within the Council and elected members.
10. Strategic Assessment
10.1 This report supports the Council’s key strategic priorities to:
• Improve local housing and environmentally sustainable infrastructure • Improve the well-being of communities and protect the welfare of vulnerable people
Peter Barry Strategic Lead, Housing and Employability Date: 19 October 2016
Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737889, email: [email protected]
Page 217 of 262 Stuart Gibson – Asset Co-ordinator, Regeneration, Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737157, email: [email protected]
Appendices: Area Map
Background Papers:
Wards Affected: 6
Page 218 of 262 Page 219 of 262 Page 220 of 262 ITEM 14
WEST DUNBARTONSHIRE COUNCIL
Report by Strategic Director - Regeneration, Environment & Growth
Housing and Communities Committee: 2nd November 2016
Subject: Former Tenant Rent Arrears Write Off – 2016/17 Quarter 2
1. Purpose
1.1 The purpose of this report is to seek Committee approval for the write-off of rent arrears for quarter 2 of 2016/17 for former tenants, arising from various years and reasons as detailed in Table 1.
2. Recommendations
2.1 It is recommended that Committee approves the write off of former tenant arrears accounts totaling £109,286.20.
3. Background
3.1 Financial Regulation D4 gives the Strategic Lead - Resources authority to write-off individual debts up to £1,000. Individual debts exceeding £1,000 can be written off only with the approval of Committee.
4. Main Issues 4.1 When a tenancy ends and there are current tenant arrears of rent outstanding from the current and previous years a former tenant rent account is created. The Council’s total rent that is due to be collected for 2015/2016 was £38.4m of which approximately 97% was collected in that year.
4.2 The Council has to consider writing-off arrears of rent which it has not been possible to collect or which it considers will not be recoverable. It should be noted that, although these cases are written-off, a record of the arrears is maintained and there is nothing to prevent later pursuit of the debt if new information becomes available in the future, with the exception of prescribed debts.
4.3 The accounts submitted for write off are for former tenants and fall into the following categories:
Deceased 4.3.1 When a tenant dies and leaves no estate, records are checked to determine whether any estate exists against which a claim could be made. The total proposed write-off in this category is 2 cases totaling £2,682.90.
Page 221 of 262 Unreasonable to Pursue 4.3.2 Former tenants where our diligence action has been exhausted are requested to be written off. Examples of the actions that have been taken include telephone calls, text messages, letters and house visits. Following the diligence process it has been established that in the majority of cases the person does not have funds available to repay this debt. As full records are maintained for all cases written off if in future circumstances change this debt may be reinstated. This also includes cases that our managed debt partners have fully exhausted recovery attempts. The total proposed write-off in this category is 55 cases totaling £106,603.30.
4.3.3 The total debt for write-off is therefore £109,286.20 which is analysed in the table below.
Year Tenancy Unreasonable Deceased Total Ended to Pursue 2012/2013 £0.00 £22,088.94 £22,088.94 2013/2014 £0.00 £19,760.79 £19,760.79 2014/2015 £0.00 £52,820.89 £52,820.89 2015/2016 £2,682.90 £11,932.68 £14,615.58 Total £2,682.90 £106,603.30 £109,286.20
5. People Implications
5.1 There are no people implications.
6. Financial & Procurement Implications
6.1 Sufficient provision exists for this write off. There are no procurement implications.
7. Risk Analysis
7.1 If write offs are not approved, this will affect the monitoring of performance against targets for performance indicators and budget monitoring within the Housing Revenue Account (HRA).
8. Equalities Impact Assessment (EIA)
8.1 No significant issues were identified in a screening for potential equality impact of this report.
9. Strategic Environmental Assessment (SEA)
9.1 There is no requirement to carry out a SEA
Page 222 of 262 10. Consultation
10.1 Consultation has taken place with Housing and Legal Services.
11. Strategic Assessment
11.1 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’.
Richard Cairns Strategic Director, Regeneration, Environment & Growth Date: 3 October 2016 ______
Person to contact: Ryan Chalmers, Section Head (Revenues & Benefits) Council Offices, Garshake Road, Dumbarton Telephone (01389) 737557 Email: ryan.chalmers@west–dunbarton.gov.uk
Appendix: None
Background Papers: Detailed list of proposed write offs
Wards affected: All Council wards
Page 223 of 262 Page 224 of 262 ITEM 15
WEST DUNBARTONSHIRE COUNCIL
Report by Strategic Lead – People and Technology
Housing and Communities Committee: 2 November 2016 ______
Subject: Working Well Together - Attendance Management: Quarter 2
1. Purpose
1.1 The purpose of this report is to advise Committee on attendance levels across the Council for quarter 2 (July – September 2016). The report provides a breakdown of absence performance by Strategic Lead area.
2. Recommendations
2.1 It is recommended that the Committee note the content of the report and the attendance results for Q2 2016/17, namely a significant decrease of 2106 FTE days lost (19.3%) compared to the same period last year.
2.2 The Committee is asked to note that a revised methodology for calculating absence has been adopted consistent with national guidance and to more accurately reflect the workforce demographics.
2.3 The Committee is also asked to note the supporting verbal commentary from the Director in respect of pertinent points / actions to note for the service areas within the locus of this Committee.
3. Background
3.1 Improving attendance at work is a key strategic priority for the Council requiring commitment from elected members, Strategic Leadership Group, Trades Unions, individual managers and employees.
3.2 The Council has made a commitment to improving attendance levels by setting ambitious targets of reducing days lost for Local Government Employees to 7 FTE days lost per employee by 2017, and 5 FTE days lost for Teachers. Local, more specific targets, are being considered for each of the Strategic Lead areas, to reflect historical performance in different occupational groups and continue to promote improvement.
4. Main Issues
Quarter 2 Performance
4.1 Appendix 1 shows quarter 2 absence data for Strategic Lead areas. Absence was reported as 2.16 FTE days lost per employee representing a 19.3% improvement on quarter 2 last year. Chart 1 below shows the monthly trend for the last 12 months (October 2015 – September 2016) and compares with
Page 225 of 262 the same period last year. The results show that absence is following the usual seasonal trend, however, there has been a consistent improvement in the last 12 months with July 2016 reporting the best result with 0.65 FTE days lost per employee.
Chart 1 – Absence Trend – Rolling Year Trend 2015/17 1.3 1.2 1.18 1.25 1.2 1.23 1.24 1.15 1.1 1.07 1.02 1.03 1 1 1 1.01 0.96 0.97 0.98 0.9 0.96 0.91 0.84 0.86 0.8 0.79 0.81 0.74 0.7 0.7 0.65 0.6 Oct Nov Dec Jan Feb Mar Apri May June July Aug Sep
2016/17 2015-16
Table 1 shows the service breakdown across the Council. The results highlighted are those strategic lead areas whose absence was above the Council average of 2.16 FTE days lost per employee.
Table 1 – Strategic Breakdown Quarter 1 Strategic Lead Area No of FTE Days Lost Quarter 2 e/ees FTE* Q1 (2016/17) Council Wide 4,506.00 2.16 Child Healthcare & Criminal Justice 234.56 2.58 Community Health & Care 745.44 4.11 Mental Health, Addiction & Learning Disabilities 144.91 4.02 Strategy, Planning & Health Improvement 27.66 0.76 Environment & Neighbourhood 683.73 2.21 Housing & Employability 242.97 1.73 Regeneration 427.52 3.17 Communications, Culture & Communities 159.99 1.29 Education – Support 541.80 1.56 People & Technology 112.20 0.42 Regulatory 130.24 0.93 Resources 180.64 2.74 Education - Teachers 862.34 0.56 *Total number of FTE days lost divided by the number of FTE employees
Absence Duration
Page 226 of 262 4.2 Table 2 shows the duration breakdown for quarter 2 and compares to the same period last year. Long term absence has reduced overall and we are now seeing a more balanced picture, with long term absence accounting for 54% of days lost. This is consistent with the significant reduction in days lost due to Acute Medical Conditions, Recurring Medical Conditions and Stress, which tend to be long term in nature.
Table 2 – Absence Duration – Council Wide
Quarter 2 2016/17 2015/16
Short Term (under 20 46% 44% days) Long Term (over 20 54% 56% days)
Absence Reasons
4.3 Table 3 shows the reasons for absence recorded in quarter 2 this year and last year. Minor Illness continues to account for most days lost in the quarter, although the actual days lost fell by 18%. Compared to last year, Stress (personal and work-related) fell by 36%. We are now able to report personal and work related stress separately. The results show that work related stress accounted for 2.3% of days lost in the quarter. There are still occasions when absence is incorrectly / inaccurately reported (reason not disclosed) but overall this is reducing.
Table 3 – Reasons analysis Q2 2016/17 2015/16 Reason Work % of Reason Work % of Days days Days days AR Code lost lost lost lost 1 Minor Illness 2,428.5 20.55% Minor Illness 2,984.0 25.69% 2 Back Pain 640.0 5.42% Back Pain 679.5 4.43% 3 Musculo-skeletal Musculo-skeletal Injuries 1,903.0 16.10% Injuries 2,514.0 17.75% 4 Stress 1,365.0 11.55% Stress 2,554.5 18.88% 5 Recur Medical Recur Medical Conditions 969.5 8.20% Conditions 1,092.0 4.46% 6 Non Work Related Non Work Related Accidents / Injuries 270.5 2.29% Accidents / Injuries 275.0 1.42% 7 Work Related Work Related Accidents / Injuries 314.0 2.66% Accidents / Injuries 274.0 0.48% 8 Mental Health 728.0 6.16% Mental Health 1,148.5 4.83% 9 Acute Medical Acute Medical Conditions 2,628.0 22.24% Conditions 2,624.5 19.57% 10 Pregnancy Related Pregnancy Related Absence 167.5 1.42% Absence 118.5 1.61% 11 Drink or Drug Drink or Drug Related Condition 4.0 0.03% Related Condition 0.0 0.00% 12 Stress - Work 272.0 2.30% N/A
Page 227 of 262 Related 13 Reason Not Reason Not Disclosed 128.5 1.09% Disclosed 162.0 1.32
Attendance Working Group
4.4 The Attendance Working Group last met on 21 September 2016. Actions previously reported are ongoing including a comprehensive review of the scope of the Attendance Working Group with a view to focusing upon wellbeing.
5. People Implications
5.1 Absence impacts not only those who are absent from work due to illness or injury but also those remaining at work. The absence levels experienced within our services leads to significant additional burdens on our attending workforce. Striving to reduce absence through the appropriate support to those with health issues as well as ensuring that we provide the right assistance to those at work is fundamental to the successful achievement of our annual target.
6. Financial Implications
6.1 Significant absence levels impact on the Council in terms of cost, service delivery and motivation. In quarter 2, the Council lost a total of 9751 FTE working days of productivity to sickness absence which is a significant decrease of 19.1% compared to quarter 2 last year. Based upon the nominal daily cost of a day’s absence (£118.00), it is estimated that the cost of absence for the quarter was £1.15m. This figure does not take into account the indirect costs of absence such as overtime, loss of productivity, reduced team performance.
7. Risk Analysis
7.1 Compared with quarter 2 last year, there continues to be a significant improvement in absence performance, however, there is still a risk that if the focus and attention by all stakeholders is not maintained, absence rates could rise making it difficult to achieve the Council’s target of 7 FTE days for 2016/17. This would contribute adversely to the Council’s overall performance.
8. Equalities Impact Assessment (EIA)
8.1 An Equalities Impact Assessment Screening has been undertaken and noted that a high level of employees on long term sickness absence will be covered by the Equality Act 2010. Measures to mitigate impact include reasonable
Page 228 of 262 adjustments, introduction of Tailored Adjustment Agreements, Disability Leave, Carers’ Leave and the provision of Occupational Health advice.
9. Consultation
9.1 Consultation is on-going with Trade unions through the Attendance Working Group, ELG, JCF and JCCs to identify and address attendance issues.
9.2 Strategic Leads continued to be consulted through regular meetings with HR Business Partners.
10. Strategic Assessment
10.1 Effective attendance management will support the Council’s aim to make best use of both financial and human resources resulting in a positive impact upon service provision.
______Vicki Rogers Strategic Lead, People and Technology Date: 10 October 2016
Person to Contact: Tracy Keenan, HR Business Partner, People & Technology,
Garshake Road, Dumbarton Tel: 01389 737687 Email: [email protected].
Appendices: Appendix 1 – Quarter 2 - Council Absence
Background Papers: None
Wards Affected: None
Page 229 of 262 Page 230 of 262 Strategic Area: Council Wide Appendix 1 - WDC Absence Statistics Period: September 2016
TABLE 1 - Headline Figure September 2016 0.81 September 2015 0.98 Year on Year +/- -17.1%
TABLE 2 - Days Lost per Employee
Intermittent Short Term Medium Term Long Term (1-3 days) (4-5 days) (6 days - 4 weeks) (over 4 weeks) Total FTE Total Days Lost FTE Working Days % of Total Working Days % of Total Working Days % of Total Working Days % of Total Working Total FTE by FTE Strategic Area Employees Lost Days Lost Lost Days Lost Lost Days Lost Lost Days Lost Days Lost Days Lost Employees Child Healthcare & Criminal Justice 234.30 27 16.36% 12 7.27% 63 38.18% 63 38.18% 165 165.00 0.70 Community Health & Care 743.86 73.5 5.53% 85 6.39% 403.5 30.34% 768 57.74% 1330 1,085.17 1.46 Mental Health, Addiction & Learning Disabilities 145.64 3 1.29% 14 6.03% 72 31.03% 143 61.64% 232 201.49 1.38 Strategy, Planning & Health Improvement 27.83 9 100.00% 0 0.00% 0 0.00% 0 0.00% 9 9.00 0.32 Health & Social Care Partnership 1151.63 112.5 6.48% 111 6.39% 538.5 31.02% 974 56.11% 1736 1,460.66 1.27 Environment & Neighbourhood 669.10 54.5 6.19% 36.5 4.14% 349 39.61% 441 50.06% 881 570.57 0.85 Housing & Employability 242.33 27.5 14.75% 12 6.43% 88 47.18% 59 31.64% 186.5 184.90 0.76 Regeneration 426.62 29.5 6.43% 25 5.45% 152 33.15% 252 54.96% 458.5 445.50 1.04 Regeneration, Environment & Growth 1338.05 111.5 7.31% 73.5 4.82% 589 38.60% 752 49.28% 1526 1,200.97 0.90 Communications, Culture & Communities 157.40 25 33.33% 5 6.67% 24 32.00% 21 28.00% 75 56.08 0.36 Education Learning & Attainement - Support Staff 562.66 115.5 18.29% 64 10.13% 229 36.26% 223 35.31% 631.5 431.61 0.77 Education Learning & Attainement - Teachers 888.71 93.5 26.91% 24 6.91% 167 48.06% 63 18.13% 347.5 286.25 0.32 People & Technology 112.63 6 25.00% 4 16.67% 14 58.33% 0 0.00% 24 20.00 0.18 Regulatory 131.57 0 0.00% 0 0.00% 23 52.27% 21 47.73% 44 39.43 0.30 Resources 180.79 12 5.70% 0 0.00% 95.5 45.37% 103 48.93% 210.5 190.13 1.05 Transformation & Public Service Reform 2,033.76 252 18.91% 97 7.28% 552.5 41.46% 431 32.35% 1332.5 1,023.50 0.50 Strategic Management 12.00 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00 0.00 COUNCIL-WIDE TOTAL 4,535.44 476 10.36% 281.5 6.13% 1680 36.57% 2157 46.95% 4594.5 3,685.13 0.81
TABLE 3 - Breakdown of Days Lost by Duration Category
Working Percentage Duration Days Lost of Lost Days Intermittent (1-3 days) 476.0 10.36% Short Term (4-5 days) 281.5 6.13% Medium Term (6 days-4 weeks) 1,680.0 36.57% Long Term (over 4 weeks) 2,157.0 46.95% TOTAL 4,594.5 100%
Page 231 of 262 TABLE 4 - Absence Reasons Total FTE Days Non Work Lost by Musculo- Recurring Related Work Related Pregnancy Drink or Drug FTE skeletal Medical Accident / Accidents / Acute Medical Related Related Stress - Work Reason Not Total Working FTE Days FTE Strategic Area Employees Minor Illness Back Pain Injuries Stress Conditions Injuries Injuries Mental Health Conditions Absence Condition Related Disclosed Days Lost Lost Employee Child Healthcare & Criminal Justice 234.30 40 5 49 17 2 0 0 21 31 0 0 0 0 165 165.00 0.70 Community Health & Care 743.86 130.5 64 217 261 167 54 42 108 197 8.5 0 58 23 1,330 1,085.17 1.46 Mental Health, Addiction & Learning Disabilities 145.64 44 0 31 21 26 0 26 21 28 14 0 21 0 232 201.49 1.38 Strategy, Planning & Health Improvement 27.83 9 0 0 0 0 0 0 0 0 0 0 0 0 9 9.00 0.32 Health & Social Care Partnership 1,151.63 223.5 69 297 299 195 54 68 150 256 22.5 0 79 23 1,736 1,460.66 1.27 Environment & Neighbourhood 669.10 219.5 25 123 138 24.5 21 5 21 218 46 0 36 4 881 570.57 0.85 Housing & Employability 242.33 69.5 8 9 39 0 0 0 0 23 0 0 38 0 186.5 184.90 0.76 Regeneration 426.62 90.5 75 103 40 12 11 5 10 112 0 0 0 0 458.5 445.50 1.04 Regeneration, Environment & Growth 1,338.05 379.5 108 235 217 36.5 32 10 31 353 46 0 74 4 1,526 1,200.97 0.90 Communications, Culture & Communities 157.40 30 0 0 0 6 0 0 21 18 0 0 0 0 75 56.08 0.36 Education Learning & Attainement - Support Staff 562.66 255.5 7 54 112 8 13 1 21 135 0 0 0 25 631.5 431.61 0.77 Education Learning & Attainement - Teachers 888.71 160.5 1 42 26 23 0 0 0 49 27 0 19 0 347.5 286.25 0.32 People & Technology 112.63 15 0 0 0 0 3 0 0 6 0 0 0 0 24 20.00 0.18 Regulatory 131.57 0 0 6 0 0 9 0 0 21 0 0 8 0 44 39.43 0.30 Resources 180.79 28 16 21 23 33 3.5 0 30 44 12 0 0 0 210.5 190.13 1.05 Transformation & Public Service Reform 2,033.76 489 24 123 161 70 28.5 1 72 273 39 0 27 25 1,332.5 1,023.50 0.50 Strategic Management 12.00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 0.00 COUNCIL-WIDE TOTAL 4,535.44 1,092 201 655 677 301.5 114.5 79 253 882 107.5 0 180 52 4,594.5 3,685.13 0.81
TABLE 5 - Days Lost by Absence Category
Working Percentage Absence Reason Days Lost of Lost Days Minor Illness 1,092.0 23.77% Back Pain 201.0 4.37% Musculo-skeletal Injuries 655.0 14.26% Stress 677.0 14.74% Recurring Medical Conditions 301.5 6.56% Non Work Related Accidents / Injuries 114.5 2.49% Work Related Accidents / Injuries 79.0 1.72% Mental Health 253.0 5.51% Acute Medical Conditions 882.0 19.20% Pregnancy Related Absence 107.5 2.34% Drink or Drug Related Condition 0.0 0.00% Reports are compiled as per COSLA Methodology. Fixed-term employees with less than one year's service are excluded from this report. Stress - Work Related 180.0 3.92% Full Time Equivalent figures are based upon the average FTE for the reported period. Consequently, data might not be identical to locally-held information. Reason Not Disclosed 52.0 1.13% TOTAL 4,594.5 100%
Page 232 of 262 ITEM 16
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Director of Regeneration, Environment and Growth
Housing and Communities Committee: 2 November 2016
______Subject: Financial Report 2016/17 as at Period 6 (30 September 2016)
1. Purpose
1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 30 September 2016 (Period 6) of those services under the auspices of the Housing and Communities Committee.
2. Recommendations
2.1 Members are asked to:-
i) consider and note the contents of this report which shows the revenue budget forecast to overspend against budget by £0.213m (15%) at the year-end;
ii) consider and note the net projected annual capital underspend of £0.908m (62%) ,which is due to project rephasing
iii) note the progress on savings incorporated into budgets for 2016/17.
3. Background
3.1 Revenue Budget
At the meeting of West Dunbartonshire Council on 24 February 2016, Members agreed the revenue estimates for 2016/17. A total net budget of £1.711m was approved for Housing and Communities services. Following the year end, recurring variances have now been identified and the transfer of budget into the contingency fund for these variances amount to £0.270M. The revised budget is therefore now £1.441M.
Capital 3.2 At the meeting of Council on 24 February 2016, Members also agreed the updated 10 year General Services Capital Plan for 2016/2017 to 2025/26. The next three years from 2016/17 to 2018/19 have been approved in detail with the remaining 7 years being indicative at this stage. The total project life budget approved for projects that have either commenced or are due to commence in that period total for Housing and Communities services was £1.458m.
Page 233 of 262 4. Main Issues
Revenue Budget
4.1 Appendix 1 shows the probable outturn for the services at 1.654m. As the annual budget is £1.441m there is a projected adverse variance currently projected of £0.213m. A more detailed analysis by service is given in Appendix 2. Comments are shown in Appendix 3 when there are projected annual variances greater that £50,000. Appendix 4 shows progress on the achievement of saving options adopted as part of the 2016/17 budget.
Capital Budget
4.2 The overall programme summary report is shown in Appendix 5. Information on the project that is highlighted as being within the red category for probable underspends or overspends in-year and in total is provided in Appendix 6 This includes additional information on action being taken to minimise or mitigate slippage and/or overspends where possible. The analysis shows that for the in-year planned spend there is currently a projected annual favourable variance of £0.908m which relates to project underspending against profile in- year. Officers review regularly the in-year position to consider options to maximise the effective use of capital resources.
5. People Implications
5.1 There are no people implications.
6. Financial Implications
6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year end and progress will be highlighted in future reports to committee.
6.2 Agreed savings and management adjustments for 2016/17 are monitored with current indications showing that of the total target being monitored (£0.245m), £0.185m are currently on target to be achieved (see Appendix 4). It should be noted that any variances are included within the service information and variances identified within this report.
7. Risk Analysis
7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified 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 no Equalities Impact Assessment was completed for this report.
Page 234 of 262 9. Consultation
9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged.
10. Strategic Assessment
10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities.
Richard Cairns Strategic Director of Regeneration, Environment and Growth Date: 10 October 2016 ______
Person to Contact: Janice Rainey - Business Unit Finance Partner (HEED), Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737707, e-mail [email protected]
Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2 - Detailed Budgetary Position (Revenue) Appendix 3 - Variance Analysis (Revenue) Appendix 4 - Monitoring of Savings Options Appendix 5: Budgetary Position (Capital) Appendix 6: Variance Analysis Red Status (Capital)
Background Papers: None
Wards Affected: All
Page 235 of 262 Page 236 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2016/2017 HOUSING & COMMUNITIES SUMMARY
MONTH END DATE 30 September 2016
Actual % Spend of Annual Total Budget Spend to Date Forecast Outturn Service / Subjective Summary the Total Forecast Variance 2016/17 RAG 2016/17 2016/17 Spend 2015/16 Budget Status £000 £000 £000 % £000 £000 % 1,913 Central Repairs & Maintenance 1,344 525 39% 1,369 25 2% 144 Homeless Persons 21 89 424% 259 238 1133% 89 Private Sector Housing 91 19 21% 94 3 3% (72) Private Sector Housing Grant 0 116 n/a 0 0 0% 1,732 Anti Social Behaviour 1,005 423 42% 989 (16) -2% (675) Housing Maintenance Trading A/c (1,020) (603) 59% (1,057) (37) 4% 3,131 Total Net Expenditure 1,441 569 39% 1,654 213 15%
Page 237 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2016/2017 HOUSING AND COMMUNITIES COMMITTEE DETAIL
YR TO DATE 30 September 2016
Actual Total Forecast YTD Spend Forecast Annual RAG Outturn Service Summary Budget Spend 2016/17 Variance 2016/17 Status 2015/16 2016/17 2016/17
£000 All Services £000 £000 £000 £000 % 13,920 Employee 15,797 6,864 14,741 (1,056) -7% 1,606 Property 1,398 601 1,335 (63) -5% 1,079 Transport and Plant 1,226 544 1,173 (53) -4% 4,796 Supplies, Services and Admin 4,917 2,074 4,883 (34) -1% 4,269 Payments to Other Bodies 3,944 1,843 4,352 408 10% 1,440 Other 1,348 675 1,351 3 0% 27,110 Gross Expenditure 28,630 12,601 27,835 (795) -3% (23,979) Income (27,189) (12,032) (26,181) 1,008 -4% 3,131 Net Expenditure 1,441 569 1,654 213 15%
£000 Central Repairs & Maintenance £000 £000 £000 £000 % 873 Employee 1,378 402 812 (566) -41% 49 Property 49 24 48 (1) -2% 42 Transport and Plant 49 23 48 (1) -2% 546 Supplies, Services and Admin 417 65 370 (47) -11% 1,547 Payments to Other Bodies 1,206 622 1,206 0 0% 0 Other 0 0 0 0 0% 3,057 Gross Expenditure 3,099 1,136 2,484 (615) -20% (1,144) Income (1,755) (611) (1,115) 640 -36% 1,913 Net Expenditure 1,344 525 1,369 25 2%
£000 Homeless Persons £000 £000 £000 £000 % 1,390 Employee 1,369 644 1,382 13 1% 1,372 Property 1,234 532 1,197 (37) -3% 20 Transport and Plant 22 11 24 2 9% 138 Supplies, Services and Admin 327 80 297 (30) -9% 701 Payments to Other Bodies 800 434 732 (68) -9% 0 Other 0 0 0 0 0% 3,621 Gross Expenditure 3,752 1,701 3,632 (120) -3% (3,477) Income (3,731) (1,612) (3,373) 358 -10% 144 Net Expenditure 21 89 259 238 1133%
£000 Private Sector Housing £000 £000 £000 £000 % 38 Employee 38 19 41 3 8% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 73 Supplies, Services and Admin 68 0 71 3 4% 0 Payments to Other Bodies 6 0 3 (3) -50% 0 Other 0 0 0 0 0% 111 Gross Expenditure 112 19 115 3 3% (22) Income (21) 0 (21) 0 0% 89 Net Expenditure 91 19 94 3 3%
Page 238 of 262 Actual Total Forecast YTD Spend Forecast Annual RAG Outturn Service Summary Budget Spend 2016/17 Variance 2016/17 Status 2015/16 2016/17 2016/17
£000 Private Sector Housing Grant £000 £000 £000 £000 % 55 Employee 55 12 45 (10) -18% 0 Property 0 0 0 0 0% 1 Transport and Plant 1 0 1 0 0% (5) Supplies, Services and Admin 13 (3) 13 0 0% 476 Payments to Other Bodies 531 107 531 0 0% 0 Other 0 0 0 0 0% 527 Gross Expenditure 600 116 590 (10) -2% (599) Income (600) 0 (590) 10 -2% (72) Net Expenditure 0 116 0 0 0%
£000 Anti Social Behaviour £000 £000 £000 £000 % 1,081 Employee 788 323 745 (43) -5% 96 Property 0 0 0 0 0% 31 Transport and Plant 1 6 7 6 600% 435 Supplies, Services and Admin 50 42 71 21 42% 275 Payments to Other Bodies 196 52 196 0 0% 0 Other 0 0 0 0 0% 1,918 Gross Expenditure 1,035 423 1,019 (16) -2% (186) Income (30) 0 (30) 0 0% 1,732 Net Expenditure 1,005 423 989 (16) -2%
£000 Housing Maintenance Trading £000 £000 £000 £000 % 10,483 Employee 12,169 5,464 11,716 (453) -4% 89 Property 115 45 90 (25) -22% 985 Transport and Plant 1,153 504 1,093 (60) -5% 3,609 Supplies, Services and Admin 4,042 1,890 4,061 19 0% 1,270 Payments to Other Bodies 1,205 628 1,684 479 40% 1,440 Other 1,348 675 1,351 3 0% 17,876 Gross Expenditure 20,032 9,206 19,995 (37) 0% (18,551) Income (21,052) (9,809) (21,052) 0 0% (675) Net Expenditure (1,020) (603) (1,057) (37) 4%
Page 239 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2016/2017 ANALYSIS FOR VARIANCES OVER £50,000
YEAR END DATE 30 September 2016
Variance Analysis
Budget Details Forecast Total Budget Variance RAG Status Spend £000 £000 £000 %
Homeless Persons 21 259 238 1133% This service seeks to prevent homelessness occurring across the Service Description authority and improves access to support services Projection of income is less than originally anticipated mainly due to the number of homeless units being reduced since budget set although the effect of this is partially offset by increased occupancy and also reduced Main Issues / Reason for Variance rental payments to HRA. There is also lower than budgeted income due to later than anticipated completion of additional supported accommodation units .
Officers will regularly liaise with DLO re extension build process to Mitigating Action ensure clients can access new units as soon as extension build is complete
It is anticipated that there will be an adverse variance in Supported accommodation income at year end . However it may be slightly less Anticipated Outcome than anticipated if the actual occupancy was to exceed the budgeted 90%
Page 240 of 262 Appendix 4
WEST DUNBARTONSHIRE COUNCIL MONITORING OF SAVINGS 2016/17
REF DETAIL AMOUNT SERVICES / LEDGER IMPLEMENTATION PROJECTION OF ACTION TAKEN (£) CODES ALLOCATED TO DATE TOTAL SAVED £ DURING 2016/17 MA30 Additional income from Ashton View Supported Accomodation 60,000 Homeless 01/04/16 0 The extension is now Extension scheduled to begin build in October so unlikely that the additionalincome expected from this will be realised in 1617 MA50 (1516) Reduce the costs of Central Maintenance through improved supplier 85000 Central Repairs 01/04/16 85,000 essential/emergency work management only MA54 (1516) DLO - increasing access to external business opportunities through 100,000 Housing Maintenance 01/04/16 100,000 competitive tendering processes
245,000 185,000
Page 241 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Status Analysis Current Year Project Status Analysis Number of Spend to % Project Number of Spend to % Project Project Status Analysis % Projects at % Projects at Projects at Date Spend at Projects at Date Spend at RAG Status RAG Status RAG Status £000 RAG Status RAG Status £000 RAG Status Red Projects are forecast to be overspent and/or experience material 1 100% 100 100% 1 100% 58 100% delay to completion Red Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the 0 0% 0 0% 0 0% 0 0% project has any issues that require to be reported at this time Amber Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are 0 0% 0 0% 0 0% 0 0% anticipated at this time Green TOTAL EXPENDITURE 1 100% 100 100% 1 100% 58 100% Project Life Financials Current Year Financials Spend to Forecast Forecast Spend to Forecast Forecast Over/ Project Status Analysis Budget Budget Re-Phasing Date Spend Variance Date Spend Variance (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000
Red PL CY Projects are forecast to be overspent and/or significant delay to 1,500 100 1,500 0 1,458 58 550 (908) (908) 0 0% 38% completion Amber
Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 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 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! anticipated at this time TOTAL EXPENDITURE 1,500 100 1,500 0 1,458 58 550 (908) (908) 0
Page 242 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
3 Integrated Housing Management System (Graham Watters) Project Life Financials 1,500 100 7% 1,500 0 0%
Current Year Financials 1,458 58 4% 550 (908) -62% This is a budget to support the necessary development and on-going requirements of Project Description implementing the Council's Integrated Housing Management System. Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Aug-18 Main Issues / Reason for Variance
The timetable with regards to the purchase of the IHMS IT solution and subsequent implementation was altered to allow investigation for the potential of sharing systems or services with other neighbouring authorities and housing providers. This investigation concluded that no suitable shared service opportunities existed and that therefore WDC should begin the process for procuring an IHMS IT solution from a supplier. Following the completion of the tender evaluation process, the IHMS Project agreed to appoint a preferred supplier for the ICT solution on 3 June 2016. The preferred supplier (Aareon UK) has been notified and de-brief meetings have been held with two unsuccessful bidders. WDC has now entered into pre-contract discussions with Aareon UK, the first meeting having taken place on 14 July 2016. Whilst the Terms and Conditions document is yet to be signed a Letter of Intent has been developed and signed which allowed initial sessions between Aareon and WDC to take place on 22, 23, 27 September and 4 October. It is expected that the Terms and Conditions including the Project Plan will be agreed and in October which will allow the full implementation to commence. This has been delayed slightly due to the requirement of populating the T&Cs with a fully detailed project implementation plan. Once the implementation plan has been agreed with the supplier, it will then be possible to provide more precise detail on forecasted expenditure from the overall budget, and how this will be staged across the life of the project. Discussions with the IT supplier around the Terms & Conditions of the contract will seek to ensure that the agreed payment plan is beneficial to WDC. Other notable forecasted expenditure in Q3 2016/17 will be in relation to the purchase of mobile working device hardware for Homelessness Services staff and Asset & Investment staff. ICT Services have now identified suitable software which is anticipated to allow a testing week commencing 26 September 2016, following which The Project Team will be in a position to purchase devices thereby committing to a detailed expenditure line for this.
Mitigating Action
A staffing structure for the Project Team was approved by the Project Board in March 2016. Interviews for 4 Technical Support Officers (which will complete the project team) took place early July and with all 4 officers having now started. The new team structure being in place is beneficial for commencement the essential liaison work with Aareon UK development staff. This will help to mitigate any risks to further implementation slippage. The project team will monitor progress project and implementation closely for opportunities to catch up.
Anticipated Outcome Fully integrated housing management IT system procured from an approved government framework (CCS). The department will also go through service re-design during implementation to ensure the benefits that can be achieved from the system are fully maximised in order to provide maximum value. The project will require to be re-phased over 16/17 to 18/19 for full project spend.
Page 243 of 262 Page 244 of 262 ITEM 17
WEST DUNBARTONSHIRE COUNCIL
Report by the Strategic Director of Regeneration, Environment and Growth
Housing and Communities Committee: 2 November 2016 ______
Subject: Housing Revenue Account Budgetary Control Report to 30 September 2016 (Period 6)
1. Purpose
1.1 The purpose of the report is to provide members with an update on the financial performance to 30 September 2016 (Period 6) of the HRA revenue and capital budgets.
2. Recommendations
2.1 Members are asked to:
i) Consider and note the projected favourable revenue variance of £0.543m (1.4%).
ii) Consider and note the position advised in relation to the capital budget which is currently projecting an in-year favourable variance of £6.187m (21.3%), of which £5.643m relates to project re-phasing and an in-year underspend of £0.544m.
3. Background
Revenue 3.1 At the meeting of West Dunbartonshire Council on 24 February 2016, Members agreed the revenue estimates for 2016/2017 and a total budget of £42.777m
Capital 3.2 At the meeting of Council on 4 February 2016, Members also agreed the updated Capital Plan for 2016/17 which has been augmented by re-phasing from 2015/16 to produce a total planned spend for 2016/17 of £29.029m. The funding of this is shown within Appendix 5.
4. Main Issues
Revenue Budget 4.1 The current budgetary position for HRA Revenue is summarised in Appendix 1 with information regarding projected variances valued at greater than £50,000 being provided as Appendix 2. The analysis shows the projected variance for HRA Revenue is a surplus of £0.684m
Capital Budget
Page 245 of 262 4.2 The HRA capital summary position is shown in Appendix 3. Information on projects that are highlighted as being within the red and amber categories is provided in Appendix 4. A summary of anticipated resources is shown in Appendix 5.The analysis shows that for the in-year planned spend there is currently a favourable variance of £6.187m, of which £5.643m relates to project re-phasing and an in-year underspend of £0.544m.
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 unforeseen cost being identified 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 no Equalities Impact Assessment was completed for this report.
9 Consultation
9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged.
10. Strategic Environmental 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.
Richard Cairns Strategic Director of Regeneration, Environment and Growth Date: 12 October 2016
Page 246 of 262 ______
Person to Contact: Janice Rainey - Business Unit Finance Partner (HEED), Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737704, e-mail [email protected]
Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Appendix 3 - Budgetary Position (Capital) Appendix 4 - Variance analysis (Capital) Appendix 5 – Resources (Capital)
Background Papers: None
Wards Affected: All
Page 247 of 262 Page 248 of 262 APPENDIX 1
HRA BUDGETARY CONTROL REPORT MONITORING PERIOD : 1 APRIL 2016 to 30 SEPTEMBER 2016
2015/2016 2016/2017 Actual % actual Forecast Forecast % Forecast Outturn Estimate To Date to date Outturn Variance Variance (fav)/adv £000s £000s £000s £000s £000s EXPENDITURE 5,141 EMPLOYEE COSTS 5,531 2,289 41% 5,292 (239) -4%
1,430 PROPERTY COSTS 1,845 941 51% 1,769 (76) -4%
106 TRANSPORT COSTS 125 43 34% 107 (18) -14%
338 SUPPLIES, SERVICES AND ADMIN 354 215 61% 364 10 3%
2,090 SUPPORT SERVICES 2,161 861 40% 2,191 30 1%
153 OTHER EXPENDITURE 183 87 48% 155 (28) -15%
12,147 REPAIRS & MAINTENANCE 12,071 5,902 49% 11,926 (145) -1%
1,113 BAD DEBT PROVISION 1,060 442 42% 1,110 50 5%
406 COUNCIL TAX ON VOID HOUSES 385 381 99% 347 (38) -10%
1,373 LOST RENTS 1,070 297 28% 944 (126) -12%
15,399 LOAN CHARGES 17,992 7,497 42% 17,992 0 0%
39,696 GROSS EXPENDITURE 42,777 18,955 44% 42,197 (580) -1.4%
INCOME 39,005 House Rents 39,902 16,633 42% 39,861 41 0% 228 Lockup Rents 227 91 40% 225 2 1% 1,087 Factoring/Insurance Charges 1,083 1,112 103% 1,111 (28) -3% 132 Other rents 138 57 41% 138 0 0% 46 Interest on Revenue Balance 40 0 0% 46 (6) -15% 221 Miscellaneous income 112 36 32% 143 (31) -28% 984 Reallocated salaries 1,275 292 23% 1,216 59 5%
41,703 GROSS INCOME 42,777 18,221 43% 42,740 37 0%
(2,007) NET EXPENDITURE 0 734 (543) (543)
Page 249 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2016/2017 ANALYSIS FOR VARIANCES OVER £50,000
MONTH END DATE 30 September 2016
PERIOD 6
Budget Details Project Life Financials % Actual to Forecast Forecast RAG Subjective Analysis Budget Holder Budget Spend Date Spend Variance Status to Date £000 £000 % £000 £000 %
EMPLOYEE COSTS 5,531 2,289 41% 5,292 (239) -4% Subjective Description This budget covers all employees charged directly to the HRA including caretakers Variance Narrative
Underspend in salary costs due to staff restructure savings and vacancies £177K . Also staff overtime Main Issues continues to be managed and is now forecast to be £62k less than budget.
Mitigating Action No mitigating action is required as the variance is favourable
Anticipated Outcome A year end underspend of £239k is anticipated.
Budget Details Project Life Financials % Actual to Forecast Forecast RAG Subjective Analysis Budget Holder Budget Spend Date Spend Variance Status to Date £000 £000 % £000 £000 %
PROPERTY COSTS 1,845 941 51% 1,769 (76) -4% Service Description This budget covers electricity, gas, rates, rents, cleaning and the costs of Garshake and Rosebery Variance Narrative A favourable variance has arisen primarily because of reduced expenditure across a number of budget heads - rates are forecast to be in line with last year's outturn at £38k less than budget, repairs to Housing Main Issues Offices are forecast to be less than budgeted (£9k) and savings on electricity account for £77k. However, this is partly offset by an increase in property insurance in line with last year's spend and is forecasting an overspend of £68k Mitigating Action No mitigating action is required as the variance is favourable
Anticipated Outcome A year end underspend of £76k is anticipated.
Page 250 of 262 Budget Details Project Life Financials % Actual to Forecast Forecast RAG Subjective Analysis Budget Holder Budget Spend Date Spend Variance Status to Date £000 £000 % £000 £000 %
REPAIRS & MAINTENANCE 12,071 5,902 49% 11,926 (145) -1% Service Description This budget covers all repair and maintenance expenditure to houses and lockups Variance Narrative
This favourable variance is due to maintenance contract costs being less than budgeted due to lower than Main Issues anticipated inflationary increases
Mitigating Action No mitigating action is required as the variance is favourable Anticipated Outcome Overall underspend is anticipated
Budget Details Project Life Financials % Actual to Forecast Forecast RAG Subjective Analysis Budget Holder Budget Spend Date Spend Variance Status to Date £000 £000 % £000 £000 %
LOST RENTS 1,070 297 28% 944 (126) -12% Service Description Rents lost on void houses and lockups Variance Narrative Main Issues Budget was calculated based on the average rent per void property which had been set too high. Mitigating Action No mitigating action is required as the variance is favourable Anticipated Outcome A favourable variance of £126k
Page 251 of 262 Budget Details Project Life Financials % Actual to Forecast Forecast RAG Subjective Analysis Budget Holder Budget Spend Date Income Variance Status to Date £000 £000 % £000 £000 %
REALLOCATED SALARIES (1,275) (292) 0% (1,216) (59) 5% Service Description This budget covers employee costs recharged to accounts outwith the HRA, principally HRA Capital and HMTA. Variance Narrative
Reduction due to a number of staff leaving and the restructure of duties around this resulting in a lower Main Issues recharge being appropriate
Mitigating Action This will be offset by underspend in employee costs
Anticipated Outcome Lower allocation of employee costs from HRA of £59k
Page 252 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 HRA CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Status Analysis Current Year Project Status Analysis Number of Spend to % Project Number of Spend to % Project Project Status Analysis % Projects at % Projects at Projects at Date Spend at Projects at Date Spend at RAG Status RAG Status RAG Status £000 RAG Status RAG Status £000 RAG Status Red Projects are forecast to be overspent and/or experience material 4 14% 20,538 53% 4 14% 329 6% delay to completion Red Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the 3 10% 2,612 7% 3 10% 1,466 27% project has any issues that require to be reported at this time Amber Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are 22 76% 15,327 40% 22 76% 3,544 66% anticipated at this time Green TOTAL EXPENDITURE 29 100% 38,477 100% 29 100% 5,339 100% Project Life Financials Current Year Financials Spend to Forecast Forecast Spend to Forecast Forecast Over/ Project Status Analysis Budget Budget Re-Phasing Date Spend Variance Date Spend Variance (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000
Red Projects are forecast to be overspent and/or significant delay to 45,987 20,538 44,688 (1,299) 9,338 329 3,695 (5,643) (5,643) 0 completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the 7,630 2,612 7,300 (330) 6,351 1,466 6,154 (197) 0 (197) 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 28,006 15,327 27,998 (8) 13,340 3,544 12,993 (347) 0 (347) anticipated at this time TOTAL EXPENDITURE 81,623 38,477 79,986 (1,637) 29,029 5,339 22,842 (6,187) (5,643) (544)
TOTAL RESOURCES (81,623) (38,477) (79,986) 1,637 (29,029) (5,339) (22,842) 6,187 NET EXPENDITURE 0 0 0 0 0 0 0 0
Page 253 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
1 Integrated Housing Management System John Kerr/Graham Watters Project Life Financials 1,500 76 5% 1,500 0 0%
Current Year Financials 1,458 34 2% 550 (908) -62%
This is a budget to support the necessary development and on-going requirements of Project Description implementing the Council's Integrated Housing Management System.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Aug-18 Main Issues / Reason for Variance The timetable with regards to the purchase of the IHMS IT solution and subsequent implementation was altered to allow investigation for the potential of sharing systems or services with other neighbouring authorities and housing providers. This investigation concluded that no suitable shared service opportunities existed and that therefore WDC should begin the process for procuring an IHMS IT solution from a supplier. Following the completion of the tender evaluation process, the IHMS Project agreed to appoint a preferred supplier for the ICT solution on 3 June 2016. The preferred supplier (Aareon UK) has been notified and de-brief meetings have been held with two unsuccessful bidders. WDC has now entered into pre-contract discussions with Aareon UK, the first meeting having taken place on 14 July 2016. Whilst the Terms and Conditions document is yet to be signed a Letter of Intent has been developed and signed which allowed initial sessions between Aareon and WDC to take place on 22, 23, 27 September and 4 October. It is expected that the Terms and Conditions including the Project Plan will be agreed and in October which will allow the full implementation to commence. This has been delayed slightly due to the requirement of populating the T&Cs with a fully detailed project implementation plan. Once the implementation plan has been agreed with the supplier, it will then be possible to provide more precise detail on forecasted expenditure from the overall budget, and how this will be staged across the life of the project. Discussions with the IT supplier around the Terms & Conditions of the contract will seek to ensure that the agreed payment plan is beneficial to WDC. Other notable forecasted expenditure in Q3 2016/17 will be in relation to the purchase of mobile working device hardware for Homelessness Services staff and Asset & Investment staff. ICT Services have now identified suitable software which is anticipated to allow a testing week commencing 26 September 2016, following which The Project Team will be in a position to purchase devices thereby committing to a detailed expenditure line for this. Mitigating Action
A staffing structure for the Project Team was approved by the Project Board in March 2016. Interviews for 4 Technical Support Officers (which will complete the project team) took place early July and 3 officers started in post on 8th August. The 4th post is currently being re-advertised. It is now hoped that with the new team structure in place to commence the essential liaison work with Aareon UK development staff when they arrive onsite as expected in September 2016 that this will help to mitigate any risks to further implementation slippage. The project team will monitor progress project and implementation closely for opportunities to catch up. Anticipated Outcome Fully integrated housing management IT system procured from an approved government framework (CCS). The department will also go through service re-design during implementation to ensure the benefits that can be achieved from the system are fully maximised in order to provide maximum value. The project will require to be re-phased over 16/17 to 18/19 for full project spend.
Page 254 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
2 Regeneration/Integrated Housing Demolition Management of Surplus System Stock John (Jackie Kerr/Graham Gallen/Stewart Watters Paton) Project Life Financials 8,899 6,994 79% 8,947 48 1%
Current Year Financials 2,204 250 11% 1,000 (1,204) -55%
The bulk of this budget is to fund 'Demolition of addresses surplus to Council Project Description requirements' and also includes homeloss and disturbance budget.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-18 Main Issues / Reason for Variance
Singer/Second Avenue are now complete and awaiting process of spend. Completion took longer than anticipated due to pre-demolition clearances and unforeseen disposal materials. Pre-demolition surveys and clearances are being arranged at O'Hare and Alexander Street sites with the procurement process underway. It is anticipated that O'Hare and Alexander St will complete by year end and Creveul Court will be underway but not complete.
Mitigating Action Officers to keep progress on track for all proposed demolition sites with appropriate officers continuing to focus their efforts at Cruevel Court in relation to decant. Anticipated Outcome O'Hare and Alexander Street to complete in this financial year. Creveul Court to commence but it is anticipated it will run into 2017/18
3 Non-Traditional and Traditional Improvement Works (Stewart Paton) Project Life Financials 2,461 0 0% 2,461 0 0%
Current Year Financials 2,461 0 0% 1,000 (1,461) -59%
Project Description This budget is for the proposed upgrade work to properties at Risk St, Dumbarton.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-18 Main Issues / Reason for Variance
This project to be published on portal in October, however the delivery of the full project is subject to owners agreement and completion of project and spend could be impacted if owners do not agree. Initial projection based on agreement of works and incremental spend by year with remaining spend by 31 March 2018.
Mitigating Action
Project officers to ensure tender issue and pre-contract progress is kept on target. Anticipated Outcome
Project outcome determined by Nov/Dec to allow forward projections on completion and spend.
Page 255 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
4 NewIntegrated Build Housing (StewartManagement Paton/John System Kerr)John Kerr/Graham Watters Project Life Financials 33,127 13,469 41% 31,780 (1,347) -4%
Current Year Financials 3,215 45 1% 1,145 (2,070) -64%
Project Description This budget is to fund new build social housing programme
Project Lifecycle Planned End Date 31-Mar-21 Forecast End Date 31-Mar-21 Main Issues / Reason for Variance Second Avenue -Delays were experienced in the demolition phase of the site clearance noted in the respective project line above. Overall Planning consent has taken longer than anticipated and was also impacted by the development of an adjacent site by another housing association. Project Team completed a negotiated tender with a New Build LHC Framework contractor, however this could not be proven to be best value therefore now progressing to competative tender. Procurement and selection process of contractor is underway, tenders expected to return in Oct. Contractor not procured, site start is tentatively antcipated for December, therefore year end forecast reduced to £1m. Mitigating Action Project team to expedite contractor procurement as soon as possible to reduce any further delays to site start. Project team will work monitor and work closely with contractor to maximise year end spend to reduce variance gap. Anticipated Outcome Procurement of contractor to complete as soon as possible. Work to commence in September and monitor project to maximise year end spend. Possibility that variance in year end spend may have to slip to 2017/18. Overall Project is planned to complete over two years.
TOTAL PROJECTS AT RED STATUS Project Life Financials 45,987 20,538 45% 44,688 (1,299) -3% Current Year Financials 9,338 329 4% 3,695 (5,643) -60%
Page 256 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT AMBER ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
1 Targeted EESH Compliance Works (Stewart Paton) Project Life Financials 4,047 943 23% 4,047 0 0%
Current Year Financials 4,047 943 23% 4,047 0 0% This budget is to focus on work required to meet the standards for EESSH compliance. Project Description These are spread throughout West Dunbartonshire and involve varied types of energy improvement work. Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-17 Main Issues / Reason for Variance
Works are progressing with incumbent contractor and anticipated to complete this section of programme by Nov/Dec(slight delays due to residents objections to site compound). Building Services preparing for programme in tandem, on site initial projects are underway and progressing well. Concerns remain regards meeting year end target. Monitoring of this programme will be focused.
Mitigating Action Outgoing incumbent contractor is undertaking additional work in the interim period of transition to maximise spend and continue programme. Project officers to monitor Building Services progress closely when their works commence. Anticipated Outcome Exploring option of increasing incumbent contractor workload to maximise spend. Building Services to commence this new stream of work and progress diligently. Potential to increase output via back-up contractor. Maximise opportunities to meet year end spend targets.
Page 257 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT AMBER ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
2 DefectiveTargeted EESHStructures/Component Compliance Works Renewals (Stewart (Stewart Paton) Paton) Project Life Financials 2,047 1,250 61% 1,696 (351) -17%
Current Year Financials 768 105 14% 550 (218) -28%
This budget is to fund the continuous programme of work to address specific structural Project Description faults in a number of tenement properties in Drumry.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-17 Main Issues / Reason for Variance
Work is complete on current block and next block is scheduled to complete decant in Nov. Past experience has shown this can be problematic and lengthy. Completion of next block and spend may be impacted. Year end forecast tentatively reduced to £550k to reflect this.
Mitigating Action
Project team will endeavour to complete the recant/decant process. Appropriate officers will plan to keep the progress of this ongoing and reduce any delays where possible to keep project on target.
Anticipated Outcome
Current block to complete, transition kept to a minimum and next block complete by year end maximising spend.
3 Environmental Improvements Works Project Life Financials 1,405 418 30% 1,426 21 2%
Current Year Financials 1,405 418 30% 1,426 21 2%
This budget is to enable continued planning and programming of environmental projects Project Description such as paths, car parks and landscaped areas under the curtilage of housing management.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-17 Main Issues / Reason for Variance
Dennystoun Forge project reached practical completion. Curretn projection of cost is under budget, however rotary clothes dryers have yet to be agreed upon and installed. Project team are in liaison with tenants re options and costs being prepared.
Mitigating Action
Project officers to seek most cost efficient option that meets tenants expectations and requirements.
Anticipated Outcome Project and spend to complete by year end. Project to overspend or request submitted to increase budget.
Page 258 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT AMBER ALERT STATUS
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
TOTALTargeted PROJECTS EESH Compliance AT AMBER Works STATUS (Stewart Paton) Project Life Financials 7,630 2,612 34% 7,300 (330) -4% Current Year Financials 6,351 1,466 23% 6,154 (197) -3%
Page 259 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
1 New Build Capital Grant Project Life Financials (13,514) (4,799) 36% (13,799) (285) 2%
Current Year Financials (2,000) 0 0% (750) 1,250 -63%
This resources relates to the Scottish Government grant funding towards new build Project Description council house programmes
Project Lifecycle Planned End Date 31-Mar-21 Forecast End Date 31-Mar-21 Main Issues / Reason for Variance Unbudgeted income was received in 2015/16 for the purchase of the St Andrew's site. It is anticipated that grant income in relation to Second Avenue will not be fully received in 2016/17 due to delays in spend as detailed in the red status project update. Mitigating Action None available due to project delay Anticipated Outcome
Delay in receipt of new build grant income
2 Capital Receipts Project Life Financials (586) (203) 35% (586) 0 0%
Current Year Financials (586) (203) 35% (586) 0 0%
Project Description This resource relates primarily to the sale of council houses, tenant/client contributions.
Project Lifecycle Planned End Date 31-Mar-17 Forecast End Date 31-Mar-17 Main Issues / Reason for Variance
No issues anticipated at this time. This income relates to Council House Sales and disposal of other HRA land and assets Mitigating Action None required at this time Anticipated Outcome Capital receipts anticipated to be received in excess of original forecast.
Page 260 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
3 OtherNew Build Grants/Contributions Capital Grant Project Life Financials (604) (151) 25% (755) (151) 25%
Current Year Financials (604) (151) 25% (755) (151) 25% This resource relates primarily to the grants and other contributions received in relation to Project Description energy efficiency works, owner occupier contributions and (for reporting purposes) GS contribution re IHMS Project Lifecycle Planned End Date 31-Mar-16 Forecast End Date 31-Mar-16 Main Issues / Reason for Variance
Income received to date in 2016/17 relates to owner occupier contributions relating to roofing works
Mitigating Action
None required at this time Anticipated Outcome Contributions will reduce overall prudential borrowing required
4 CFCR Project Life Financials (2,189) 0 0% (2,189) 0 0%
Current Year Financials (2,189) 0 0% (2,189) 0 0%
Project Description Capital Funded from Current Revenue
Project Lifecycle Planned End Date 31-Mar-20 Forecast End Date 31-Mar-20 Main Issues / Reason for Variance
No issues anticipated at this time.
Mitigating Action None required at this time Anticipated Outcome CFCR applied as expected at year end
Page 261 of 262 WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES
MONTH END DATE 30 September 2016
PERIOD 6
Project Life Financials Budget Details Forecast Budget Spend to Date Forecast Variance Spend £000 £000 % £000 £000 %
5 PrudentialNew Build CapitalBorrowing Grant Project Life Financials (23,626) (4,983) 21% (34,366) (10,740) 45%
Current Year Financials (23,626) (4,983) 21% (18,538) 5,088 -22%
Prudential borrowing required is determined by factors such as total spend incurred and Project Description whether any additional resources are achieved - such as additional capital receipts, etc.
Project Lifecycle Planned End Date 31-Mar-20 Forecast End Date 31-Mar-20 Main Issues / Reason for Variance Prudential borrowing is likely to be less than required due to additional income received from grants and other contributions along with project underspends and rephasings required Mitigating Action None required at this time Anticipated Outcome Prudential borrowing less than anticipated
6 Loan Repayments Project Life Financials (24) (2) 8% (24) 0 0%
Current Year Financials (24) (2) 8% (24) 0 0%
Project Description Loan repayments in relation to purchased properties
Project Lifecycle Planned End Date 31-Mar-18 Forecast End Date 31-Mar-18 Main Issues / Reason for Variance Loan repayments anticipated to be less than forecast Mitigating Action None available due to nature of loan repayments Anticipated Outcome Loan repayments received less than anticipated
Prior Year Resources (41,080) (28,339) 69% (28,267) 12,813 -31% Applied
6 TOTAL RESOURCES Project Life Financials (81,623) (38,477) 47% (79,986) 1,637 -2% Current Year Financials (29,029) (5,339) 18% (22,842) 6,187 -21%
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