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NOTICE OF MEETING

A MEETING of the ENVIRONMENT & HOUSING COMMITTEE will be held in the COUNCIL CHAMBERS, OLD VIEWFORTH, STIRLING on THURSDAY 12 APRIL 2018 commencing at 10.00 am.

IAIN STRACHAN Chief Officer - Governance Clerk to the Council

6 April 2018

AGENDA

1. APOLOGIES AND SUBSTITUTIONS

2. DECLARATIONS OF INTEREST

3. URGENT BUSINESS BROUGHT FORWARD BY THE CHAIR

4. MINUTES OF MEETING – 8 FEBRUARY 2018 (Pages 1 - 12)

Petitions

5. C48 BUS SERVICE UPDATEReport by Senior Manager – Communities & People, (Children, Communities & Enterprise) (Pages 13 - 16)

Performance

6. PERFORMANCE & STRATEGIC PRIORITIES UPDATEReport by Senior Manager - Communities & People (Children, Communities & Enterprise) (Pages 17 - 26)

7. HOUSING REVENUE ACCOUNT – PROJECTED OUTTURN 2017/18 Report by Senior Manager – Environment & Place (Localities & Infrastructure)(Pages 27 - 36)

Projects

8. NETWORK RAIL EDINBURGH - GLASGOW IMPROVEMENT PROGRAMME KERSE ROAD BRIDGE REPLACEMENT – PROJECT UPDATEReport by Senior Manager – Infrastructure (Localities & Infrastructure)(Pages 37 - 40)

Other Business

9. ROADS INVESTMENT PROGRAMME FOR 2018/19Report by Senior Manager – Environment & Place (Localities & Infrastructure)(Pages 41 - 48)

10. CITY CENTRE COLLECTION MODELReport by Senior Manager – Environment & Place (Localities & Infrastructure)(Pages 49 - 66)

11. INTERIM ARRANGEMENTS FOR NEW BUILD ALLOCATIONSReport by Senior Manager – Communities & People, (Children, Communities & Enterprise) (Pages 67 - 70)

EXEMPT

It is anticipated (although this is not certain) that the meeting will resolve to exclude the press and public during consideration of the following items marked with the prefix E (not for publication in terms of Schedule 7A of the Local Government (Scotland) Act 1973).

Item No

Report Title Schedule 7A paras

Reason for Report being Exempt

E12 RAPLOCH REGENERATION INITIATIVE – PROJECT UPDATE

8 & 9 This report is exempt under Paragraphs 8 and 9 of Part 1 of Schedule 7A of the Local Government (Scotland) Act 1973 as it contains commercially sensitive and confidential financial information which has not as yet been agreed.

E12 RAPLOCH REGENERATION INITIATIVE – PROJECT UPDATE (Para 8 & 9) Report by Senior Manager – Environment & Place (Localities & Infrastructure) (Pages 71 - 92)

(For further information contact Governance Officer – David McDougall, 01786 233068)

/forms/request.htm

STIRLING COUNCIL

MINUTES of MEETING of the ENVIRONMENT & HOUSING COMMITTEE held in the COUNCIL CHAMBERS, OLD VIEWFORTH, STIRLING on THURSDAY 8 FEBRUARY 2018 at 10.00am

Present Councillor Jim THOMSON (Convener)

Councillor Martin EARL Councillor Danny GIBSON Councillor Graham LAMBIE Councillor Susan MCGILL

Councillor Alastair MAJURY Councillor Ross OXBURGH Councillor Alasdair TOLLEMACHE

In Attendance

Cheryl Adams, Maximisation Officer, Children, Communities & Enterprise Carol Beattie, Director, Children, Communities & Enterprise Richard Callander, Senior Planner, Localities & Infrastructure Christina Cox, Service Manager, Planning & Building Standards, Localities & Infrastructure Kerray Dawson, Business Management Team Leader, Environment & Place, Localities & Infrastructure Anne Ferguson, Safer Connected Communities Project Lead, Children, Communities & Enterprise Stuart Geddes, Team Leader - Traffic Management, Localities & Infrastructure Graham Gibson, Communications Officer, Children, Communities & Enterprise Carol Hamilton, Service Manager, Housing & Augmented Care & Support, Children, Communities & Enterprise David Hopper, Sustainable Development Manager, Localities & Infrastructure Lorraine MacGillivray, Service Manager, Localities & Infrastructure John MacMillan, Service Manager, Housing Property, Children, Communities & Enterprise Gillian McKenzie, Accountant, Localities & Infrastructure Catherine Malley, Conservation Officer, Localities & Infrastructure Alan Milliken, Senior Manager, Children, Communities & Enterprise Nicole Paterson, Senior Manager, Environment & Place, Localities & Infrastructure Robert Plewes, Team Leader, Children, Communities & Enterprise Brian Roberts, Senior Manager, Infrastructure, Localities & Infrastructure Kenny Sneddon, Team Leader, Localities & Infrastructure Margaret Wallace, Service Manager, Communities, Children, Communities & Enterprise Iain Wynne, Accountant, Localities & Infrastructure David McDougall Governance Officer (Clerk) Gail McLaughlin, Committee Officer, Localities & Infrastructure (Minutes)

EH027 APOLOGIES AND SUBSTITUTIONS

Apologies for absence were submitted on behalf of Councillor Evelyn Tweed and Councillor Alasdair MacPherson. Councillor Susan McGill was in attendance as substitute for Councillor MacPherson.

THIS ITEM RELATESTO ITEM 4 ON THE AGENDA

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EH028 DECLARATIONS OF INTEREST

Councillor Graham Lambie declared an interest in Item 6, Petition – A811 Road Safety Upgrades, confirming that he would speak in support of the petition as a local Member and would then withdraw from the meeting during discussion of that item.

EH029 URGENT BUSINESS BROUGHT FORWARD BY THE CHAIR

There was no urgent business brought forward.

EH030 MINUTES OF MEETINGS – 16 NOVEMBER 2017

Decision

The Committee approved the Minutes of the Meeting held on 16 November 2017 as a correct record of proceedings.

EH031 C48 BUS SERVICE

A petition entitled ‘C48 Bus Service’ had been received asking the Council to continue to run the public transport bus into Kinbuck. The petition stated that the service was essential for shopping, doctor appointments, dentist appointments, hairdressing appointments, to catch trains in Dunblane, for children making their way to school, for events held in the school and village and for the gritting of the bus route through Kinbuck.

The service had confirmed that there were no plans to withdraw the bus service, and it would continue to operate until the end of the contract on 1 August 2020. The previous contract with Hunters Executive Coaches Ltd ended on 1 July 2017 and was re-tendered, with First Midland Bluebird being the successful operator, which was due to expire 1 August 2020.

The petitioner thanked the Committee for allowing her to present her case. She was pleased that the service was to be continued but noted there were a number of issues that she felt should be addressed:-

to change the timetable to add earlier and later buses;

reliability was a big issue as the buses were always breaking down and there was no contingency in place for a replacement, therefore the bus was cancelled leaving people waiting, which also led to them being late for appointments or missing connecting trains, the previous company had always replaced any broken down busses;

It was not unusual for the ticket machines to be out of order;

it was not unusual for the bus driver to be unfamiliar with the route, which meant that some stops were missed leaving people waiting;

the local doctor’s surgery had informed her that some people caught the earlier bus so that they did not miss their doctor appointments which meant that they were 2 hours early for their appointments; and

buses were in poor condition.

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The petitioner advised the Committee that all the people of Kinbuck wanted was a decent reliable service. If the buses were in better condition and ran on time she believed more people would use them, but currently people did not trust the service to be reliable.

The Chair thanked the petitioner for her comments and asked the Officers for their response to the issues raised.

The relevant Team Leader from Children, Communities & Enterprise responded to the petitioner and explained that they would speak to the bus operators First Midland Bluebird and would cover all the issues she had highlighted. Committee was advised that plans were in place to replace the ticket machines which should improve the reliability, as it would reduce the time spent at bus stops. The Officer also advised that the Petitioner was welcome to advise him of any other problems in future which he would follow up with the bus company.

Members noted their concerns that Kinbuck was not the only bus service experiencing these type of problems. Members noted that other communities had also complained about bus services and enquired if it was a procurement problem as sometimes the best priced offer was not always the best service. Members agreed that the standard of service was important and bus companies had to be held to account and meet the standards agreed.

Officers agreed they would meet with the bus operators to work to resolve the various issues raised through the petition and to ensure that a quality service was provided, including ensuring that a contingency plan was in place to replace broken down buses and also to improve communications between the bus station, drivers and the public if possible.

It was agreed that a report would be brought back to the next meeting of the Committee to provide an update on the progress made in resolving the various issues raised through the Petition.

Decision

The Committee agreed:-

1. to note that Officers would work to address the various issues/concerns raised within the petition and during discussion; and

2. that a report would be brought to the next meeting of the Committee, providing an update on progress in resolving these issues.

(Reference: Report by Senior Manager – Senior Manager Communities & People (Children, Communities & Enterprise) dated 20 December 2017, submitted).

EH032 PETITION – A811 ROAD SAFETY UPGRADES

The Committee report was set out to respond to the items contained and raised within the Petition – A811 Road Safety Upgrades.

The items raised within the petition related to a section of the A811 that served as an exit and egress to the village of Gargunnock and equated to approximately 2.6km of the road network. The items highlighted within the petition were; advance warning signage, the road speed limit, line markings and lane markers.

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The petitioner thanked the Committee for allowing her to present her case. She stated that there were 3 exits from the village of Gargunnock one was from a T junction with traffic travelling at 60 mph with a high volume of traffic, another, Station Road junction which was also hazardous and dangerous where there had been a 4 car accident with 3 emergency vehicles involved.

Committee was advised that this road had been an ongoing issue for the Community Council over several years. The markings on the road were worn and could not be seen and the road signs were worn and dirty too, in addition the cats eyes did not work, there were no bad bend warning signs or any signs warning of a junction ahead.

The petitioner advised that they would like the road to be made safer by reducing the speed limit, replacing the road signs and alerting drivers that they were approaching a junction. She added that they did not want rumble strips put on the road, as this would have a noise impact for the houses near the road.

The Team Leader – Traffic Management replied that the maintenance of the road would be worked in to the planning schedule along with the cleaning of the signs.

Cllr Lambie having previously declared an interest, spoke in support of the petition as a local Member and then withdrew to the public seating area for the remainder of the discussion on this item.

Both Members and Officers discussed the road and area which the petition related to. Members stated that the exit from the village did mean that the cars had to creep out and then would have to quickly increase their speed. Members asked the Team Leader of Traffic Management if it would be possible to have a roundabout at the junction, he replied that a junction had been looked at but significant additional funds would need to be made available for this.

Members put forward a number of suggestions for re-configuring the road/junctions in order to improve road safety. The Team Leader – Traffic Management confirmed that he would bring an assessment of all of these options back to Committee.

Members advised that they supported the petition and would like to keep the petition live and requested that the Officers submit a report to a future meeting of the Committee, providing an assessment of the suggestions put forward during discussion.

Decision


1. to note that the planned actions to address a number of the concerns raised within the petition, as noted within the report, would be implemented by Officers as a priority; and

2. that a report would be submitted to a future meeting of the Committee, providing an update on progress made to address the issues raised and also providing an assessment of the various suggestions put forward by Members during discussion.

(Reference: Report by Senior Manager – Environment & Place (Localities & Infrastructure) dated 23 January 2018, submitted).

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EH033 PERFORMANCE AND STRATEGIC PRIORITIES PROGRESS REPORT

The Business Management Team Leader presented the report which showed the latest information on the performance indicators overseen by the Environment and Housing Committee.

The performance report showed an At a Glance summary of the performance indicators overseen by the Environment and Housing Committee. The performance scorecard grouped the indicators under four quadrant headings: Finance and Efficiency – performance in relation to budgets and improvements in efficiency; Business Management – performance in relation to the effective operation of the service; Employees – performance in relation to Human Resource issues including absence management and Outcomes for customers, service users and stakeholders – performance in relation to the impacts of the services’ activities on customers, service users and stakeholders.

Further details of those indicators that were currently red (below target and out with tolerance) or amber and deteriorating (below target but within tolerance) or ‘data only’ (no target had been set) were provided in Appendix 2 - Section 2.

The Business Management Team Leader advised that the performance indicators were currently being looked at to ensure future information would be more informative.

The Senior Manager – Environment & Place agreed to circulate Localities & Infrastructure absence statistics, which were absent from the report, to all Committee Members following the meeting.

Decision


1. to note the performance of reported indicators; and

2. to note that the performance indicators and service objectives overseen by the Environment & Housing Committee were currently being reviewed.

(Reference: Report by Senior Managers – Communities and People (Children, Communities & Enterprise), Environment & Place (Localities & Infrastructure) and Infrastructure (Localities & Infrastructure) dated 8 February 2018, submitted).

EH034 HOUSING REVENUE ACCOUNT – PROJECTED OUTTURN 2017/18

The Service Manager – Integrated Facilities Management, presented the report to the Committee, advising that the Housing Revenue Account projected outturn for 2017/18 showed expenditure of £20.117m against a budget of £20.167m, the level of balances retained by the Housing Revenue Account would increase to £986,000; Appendix 2 to the report provided a detailed breakdown.

In reply to Members questions regarding the under budget of costs for staff training he assured Members that the training had not been taken up as staff had not had enough time but it was compulsory and also took time to complete, so it would be completed at a later date. The Homeless rental income was lower than expected due to Glasgow Road property, they were currently looking at upgrading options for this property and rents from Commercial properties was due to the delay in getting

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the properties occupied. Two of the properties were now under offer and the other one was currently being divided into two to make it more attractive to the rental market.

The Housing Investment Programme 2017/18 showed expenditure of £15.990m against a budget of £14.024m, the level of new borrowing required for the current year was above budget at £4.133m; Appendix 3 to the report gave a detailed breakdown.

Decision


1. to note the projected expenditure on the Housing Revenue Account was £20.117m;

2. to note the projected level of balances would be £986,000;

3. to note the projected expenditure on the Housing Investment Programme was £15.990m; and

4. to note the projected level of new borrowing required was £4.133m.

(Reference: Report by Senior Manager – Environment & Place (Localities & Infrastructure) dated 17 January 2018, submitted).

EH035 DRAFT SUPPLEMENTARY GUIDANCE ON THE HISTORIC ENVIRONMENT

AND BIODIVERSITY AND LANDSCAPE

The Service Manager - Planning & Building Standards presented the report to the Committee, explaining that the Stirling Local Development Plan (LDP) 2014 was currently under review. Council had approved the Proposed Plan in June 2016 and a 12 week period of public consultation had taken place thereafter. Just under 200 representations were received and a Local Development Plan Examination to resolve these representations took place thereafter.

The Report of Examination had been received on 24 November 2017. Whilst it contained a series of recommendations to resolve those representations received, a number of Reporter errors had been discovered within Issue 3: Housing Land. Legal advice was being sought and discussions with the Scottish Government were underway on the matter.

Members were concerned that these mistakes had been made by the Scottish Government; the Service Manager - Planning & Building Standards replied that they had been speaking to the Scottish Government and their legal advisers of what options were available to the Council.

Supplementary Guidance supplements were the policies of the LDP. In December 2016, Council approved a timetable for reviewing the suite of Supplementary Guidance’s which sat alongside the current adopted Local Development Plan. The report sought approval for two of these documents, namely The Historic Environment and Biodiversity and Landscape. If approved, these would be published for public consultation and would follow legislative procedures to allow them to form part of the new local development plan once it was adopted.

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Decision


1. to approve the draft supplementary guidance document relating to the Historic Environment, as the basis of public consultation; and

2. to approve the draft supplementary guidance document relating to Biodiversity and Landscape as the basis of public consultation.

(Reference: Report by Senior Manager – Infrastructure (Localities & Infrastructure) dated 15 January 2018, submitted).

EH036 NETWORK RAIL EDINBURGH - GLASGOW IMPROVEMENT PROGRAMME

KERSE ROAD BRIDGE REPLACEMENT – PROJECT UPDATE

The Senior Manager - Infrastructure presented the report to the Committee. Network Rail were progressing the roll out of the Scottish Government programme for the electrification of the rail network. The programme would deliver the electrification of the network between Polmont, Dunblane and Alloa by December 2018. The programme would provide service improvement benefits within the Stirling area, improving connections across the central belt, with new trains with increased capacity and shorter journey times from Dunblane, Bridge of Allan, Stirling and Alloa.

To enable the improvement programme, Network Rail were replacing the current Kerse Road Bridge to comply with current electrification standards. The works commenced in November 2017, with the installation of the temporary pedestrian and service bridge. The first phase of the main works to create the temporary pedestrian route and divert the public utilities commenced on 8 January 2018 and were currently underway.

These works were being implemented under a one-way closure of Kerse Road and works were progressing on programme. Officers continued to work closely with Network Rail and their main contractor (Morgan Sindall) to ensure the project continued to deliver to the agreed programme, and ensure that communication and public engagement continued throughout.

The report updated Elected Members on progress with the delivery of the project, and updates would be provided to each Committee meeting during the period of the project. Currently Network Rail were slightly ahead of the programme and according to the feedback it was running better than they had hoped, the data from traffic survey of 2/3 weeks was being process and ongoing monitoring would still be taking place.

The Roads Service was working to minimise disruption as much as possible. Drip Road had been impacted and there were problems approaching the motorways and at Bannockburn, which was due to the lack of road signage for drivers, but it was expected that this would resolve itself once drivers became familiar with the layout. Members requested that they receive regular updates on the situation. The Senior Manager – Infrastructure explained that to request daily updates on the roads traffic data would be incredibly difficult and potentially impossible, as well as extremely expensive given the requirements in analysing and reporting on the data. Members noted their concerns but agreed to leave the monitoring and reporting of this data as previously agreed.

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Decision


1. to note the current progress on the project by Network Rail to replace Kerse Road Bridge.

(Reference: Report by Senior Manager – Infrastructure (Localities and Infrastructure) dated 31 January 2018, submitted).

EH037 MID MARKET RENT UPDATE

The Service Manager – Integrated Facilities Management presented the report to the Committee. The Council variant National Housing Trust vehicle Steadfast Homes had 114 properties across a number of locations. The National Housing Trust vehicle Stirling Waterfront had 16 properties in Riverside, a total of 130 properties.

Members enquired what could be done to encourage people to take advantage of these homes? The Service Manager replied that some people were only interested in specific areas, the applicants are based on a needs must criteria, and they must also be financially stable to take on the rental of these houses.

Members enquired about the car parking for residents at the Stirling Waterfront Properties, noting that signs had been put up stating that parking was not permitted, Officers responded by saying there was going to be parking near the Railway Station but the Waterfront properties were not under the Council’s control but they would look into this situation. Members requested that Avant Plc were contacted to explore solutions to resolve the parking issues.

Decision


1. to note the current position in relation to the Mid Market rental properties currently managed by Stirling Council;

2. to agree the rent increase as detailed at 3.3 in the report; and

3. to instruct Officers to contact Avant Plc as the Council’s fellow shareholder in Stirling Waterfront LLP to explore solutions to resolve the parking issues at the property, with a view to taking action to resolve these issues.

(Reference: Report by Senior Manager – Environment & People (Localities and Infrastructure) dated 16 January 2018, submitted).

EH038 WELFARE REFORM – UNIVERSAL CREDIT

The Service Manager - Housing & Augmented Care & Support presented the report, an update on the introduction of Universal Credit.

Universal Credit, the new benefit administered by the Department for Work and Pensions (DWP), was rolled out in Stirling on the 28 June 2017. It replaced the six means-tested benefits – Housing Benefit, Child Tax Credits, Working Tax Credit,

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Jobseeker’s Allowance (Income Based), Income Support and Employment and Support Allowance (Income Related) for working-age people. The basic provisions to implement Universal Credit were set out in the Welfare Reform Act 2012.

Universal Credit’s full roll out came to Stirling on the 28 June 2017 and had a substantial impact on tenants, arrears levels and staff in providing advice, assistance and support to tenants in mainstream and homeless temporary accommodation.

Universal Credit had presented many challenges for both mainstream tenants and tenants in temporary accommodation. The main challenges were IT skills, access to IT, delayed payments, increased demands on council staff to provide advice and assistance and increased reliance on other services such as food banks.

The Service Manager - Housing & Augmented Care & Support explained to the Committee that the information in the report was taken as of just before Christmas 2017 and since then the figures had increased considerably, and staff were still under pressure in assisting applicants to complete their applications which took around two hours on average. Temporary staff had been employed to alleviate the pressures as the DWP only supplied two people to assist them and this was not enough and obstructed them in getting the information they needed to complete the applications.

Members noted their concerns that the DWP was not providing more staff to assist the Council staff, and felt that they should be providing more support.

Decision


1. to note the current and potential impact of Universal Credit on tenant and homelessness services.

(Reference: Report by Senior Manager – Communities and People (Children, Communities & Enterprise) dated 20 December 2017, submitted).

In terms of Standing Order 39, the Committee adjourned for a comfort break at 12.40pm and reconvened at 12:50pm with the same Members present.

EH039 SAFER COMMUNITIES – ENFORCEMENT UPDATE

The Service Manager presented the report to the Committee which provided an update to the Committee on enforcement action undertaken by the Safer Communities Team (SCT). The management of enforcement activity was introduced to achieve the aims of the Council to ensure enforcement action was taken across all areas of council activity and made full use of council policy to combat anti-social behaviour. The Safer Communities Team worked to the Committees agreed five key principles that any enforcement action should be consistent, fair, proportional, transparent and objective.

In response to Members queries regarding the lack of penalties issued for dog fouling, the Service Manager replied that to issue a penalty they had to prove it was a specific dog which required someone to see the incident take place, which was very difficult.

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Members noted the dog DNA database system used by some Local Authorities in England and queried whether this could be looked at. The Service Manager advised that this could be looked into, but noted that generally the people who registered for these databases were not the type of people who would let their dogs run free and foul in public places without cleaning up after them. Responding to a request from Members, the Senior Manager - Environment & Place advised that she would circulate figures regarding the number of dog-fouling clean-up requests carried out by Land Services, to Committee Members following the meeting.

Members also commented on the number of Unacceptable Behaviour Notices issued. The Service Manager advised that issuing a notice was the last resort as her team tried to deal with these issues at source, working together with the Police and only issued the notice when all else failed. Safer Connected Communities Project Lead agreed to provide information on Criminal Action cost on ASB to the Members.

In response to queries from Members, relevant officers agreed to provide information to Committee Members regarding the income to Council generated from Parking Enforcement Tickets and also to re-distribute previously shared information to Committee Members regarding the Parking Ticket Appeals process, including information regarding the procurement and cost of the external company which managed the process.

Decision

The Committee agreed:

1. to note the content of the report and ongoing work.


EH040 ROADS INVESTMENT PROGRAMME 2018/19

The Team Leader from Environment & Place presented the report to the Committee of the Council’s Capital allocation for the Roads Investment Programme for 2018/19. The report set out how the available funding would be allocated.

The areas of investment included; Road Infrastructure -Carriageways including drainage and Footways, Bridges, Structures and Retaining Walls and Road Safety Improvements (including signage for local communities).

The proposed allocation of funding was; Carriageways 77%, Footways 15%, Bridges Structures & Retaining Walls 5%, and Road Safety Improvements 3%.

Officers would prepare a programme of work for the Road Network based on data and road condition surveys from the Road Asset Management Plan (RAMP), road surveys and on-site safety surveys to determine a priority list of works for the forthcoming year.

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Decision


1. to approve the allocation of the financial resources based upon the percentage split for each asset type;

2. that communities and other stakeholders would be advised of the proposed project list with a view to engaging with public meetings on request to explain the intended programme of works; and

3. to provide regular updates on the delivery of the Road Investment programme for 2018/19.

(Reference: Report by Senior Manager – Environment & Place (Children, Communities & Enterprise) dated 16 January 2018, submitted).

EH041 RURAL TRANSPORT IN STIRLING

The Safer Connected Communities Project Lead presented the report to the Committee. At the Special Council budget meeting on 23 February 2017, it was agreed that £140,000 would be allocated for one year to the Development Funds for Pilots and Investments to expand the geographic coverage and scope of transport in rural Stirling.

The information gathered and key areas to focus on were presented to the Director of Children, Communities and Enterprise in November 2017 and the proposed solutions to be implemented were agreed.

The purpose of the report was to update the Committee on the planned spend on the pilot activities following from the report submitted to the Environment and Housing Committee on 16 November 2017.

Members noted concerns that the funding was initially intended to be used for the expansion of the scope and coverage of Demand Responsive Transport (DRT) and acknowledged that these concerns had been raised outwith Committee. In response to a query, the Project Lead clarified that those items designated as ‘pilots’ were up and running and would be ongoing services. These were being marketed through schools and social media to ensure that the services were highlighted as widely as possible.

Decision


1. to note the allocation of the spend as delegated to the Director of Children, Communities and Enterprise.


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EH042 FAIR TRADE STIRLING

The Sustainable Development Manager presented the report to the Committee. Stirling Council had first passed a motion in support of Fair Trade in March 2004 and that, combined with the work of the local Fair Trade Group, led to the award of Fairtrade City Status. The position was updated in October 2012 with a new motion expanding support to assist the local Fair Trade Group to achieve Fairtrade Zone status for the whole Council area and that was achieved in 2013.

Within the updated motion the Council resolved to work with local Fair Trade groups to promote Fairtrade issues and practices. During the meeting of the Fair Trade Stirling Group held on 20 November 2017, the group proposed working closer with the Council to scope further Fair Trade activities and develop an action plan.

Members noted that Fairtrade products were used in the Council and that a number of Primary and High schools were involved in the project and asked which schools were involved; the Sustainable Development Manager advised that he would confirm which schools were involved following the meeting.

Responding to queries from Members, the Sustainable Development Manager confirmed that in regards to the key goal within the action plan for the Council to serve Fairtrade products at meetings/canteens etc, this would be subject to the caveat that local produce would be used where available and appropriate. It was also confirmed that Committee’s approval of this report would allow Officers to renew Stirling Council’s Fairtrade status.

Decision


1. to note the contents of this report and Appendices;

2. to support officers in the delivery of the action plan where possible;

3. that the key goal noted at 3.2.1 of the report, for the Council to serve Fairtrade products at meetings/canteens etc, was subject to the caveat that local produce would be used where available and appropriate; and

4. to note that the Committee’s endorsement of this report would be sufficient to allow Officers to renew Stirling Council’s Fairtrade status.

(Reference: Report by Senior Manager – Infrastructure (Localities and Infrastructure) dated 17 January 2018, submitted).

The Convener closed the Meeting at 13:35

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Stirling Council Agenda Item No. 5

Environment & Housing Committee

Date of Meeting: 12 April 2018

Not Exempt

C48 Bus Service Update

Purpose & Summary

At the Environment & Housing Committee on 8 February 2018 a petition was heard. The Committee agreed that a report would be brought to the Committee on 12 April 2018 to provide an update on the progress of resolving the issues raised by the petitioner.

Recommendations

The Committee is asked to note the contents of this report and conclude the petition process.

Resource Implications

There are no resource implications identified.

Legal & Risk Implications and Mitigation

There are no Legal and Risk implications identified.

1. Background

1.1. The C48 bus service is a financially supported bus service that operates between Kinbuck, Dunblane, Stirling and Bannockburn.

1.2. The previous contract with Hunters Executive Coaches Ltd ended on 1 July 2017 and was retendered with First Midland Bluebird being the successful operator, which is due to expire 1 August 2020.

1.3. The Committee received a petition form to ‘urge Stirling Council and First Bus Company to continue to run a public transport Bus No. C48 into Kinbuck as this is the only bus running into Dunblane’ stating that the service ‘is essential, e.g. shopping, doctor appointments, dentist appointments, hairdressing appointments, to catch trains in Dunblane, children to schools, for events held in school and village, gritting of bus route thru Kinbuck.

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1.4. This petition was heard on 8 February 2018 and the Committee requested that an update be provided on how the issues would be resolved.

2. Considerations

2.1. The issues regarding the C48 raised by the petitioner related to service reliability, punctuality, unreliable ticket machines and driver attitude.

2.2. The Public Transport Unit met with the operator to resolve the operational issues with the service.

2.3. The following actions are being progressed by both the Council and First Midland Bluebird to improve the service delivered to the public.

2.3.1. To improve service reliability that has been caused by vehicle breakdowns First Midland Bluebird has sourced newer vehicles to replace the existing vehicles currently used on the route. These will be repainted and reupholstered before going into service no later than 12 March 2018.

2.3.2. First Midland Bluebird have invested in new ticket machines, which will be rolled out across the Stirling network. These are more reliable and will enable quicker boarding times in addition having the added benefit to customers of accepting contactless payments.

2.3.3. A new timetable has been drafted by the Public Transport Unit, which will be finalised with the operator on 23 February 2018 to ensure that the journey times are realistic and achievable. Once agreed this will be registered with the Office of the Traffic Commissioner, which currently takes 7 weeks.

2.3.4. To improve customer care all drivers employed by First Midland Bluebird will be required to complete their new customer care programme ‘journey makers’.

2.3.5. Further to this First Midland Bluebird are committed to:

2.3.5.1. Continue to focus on the maintenance of the buses used on this service;

2.3.5.2. Reduce the number of drivers used on service C48; and

2.3.5.3. Speak individually to any customers who complain about driver attitude or other customer care issues.

2.3.6. To ensure that these areas provide a sustained improvement in the service delivery, frequent contract management meetings with the operator are taking place to review the performance of the service.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as this proposal will not have a negative impact in general, or to groups of those identified as having protected characteristics.

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Sustainability and Environmental

3.2. No Impact.

Other Policy Implications

3.3. None.

Consultations

3.4. None.

4. Background Papers

4.1. EqIA Relevance Assessment Form.

5. Appendices

5.1. None.

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Author of Report:

Robert Plewes Acting Team Leader

Contact Details:

01786 237514 [email protected]

Approved by:

Alan Milliken Senior Manager – Communities and People

Date: 14 March 2018

Signature:

Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holder consulted on this report:

Wards affected: The C48 operates over multiple wards. Affected are Ward 3, Ward 4, Ward 6 and Ward 7

Key Priorities: A - We will look after all of our citizens, from early years through to adulthood, by providing quality education and social care services, to allow everybody to lead their lives to their full potential

Key Priority Considerations: To allow citizens to access local amenities, education and work by public transport

Stirling Plan Priority Outcomes: (Local Outcomes Improvement Plan):

Prosperous - People are part of a prosperous economy that promotes inclusive growth opportunities across our communities

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Date of Meeting:

12 April 2018

Not Exempt

Performance & Strategic Priorities Update

Purpose & Summary

This report presents the latest information on the performance indicators overseen by the Environment and Housing Committee.

Recommendations

Committee is asked:

1. to consider the performance of reported indicators (Appendix 1 – Sections 1 and 2); and

2. to note that the performance indicators and service objectives overseen by the Environment & Housing Committee are currently being reviewed.


None.


None.

1. Background

1.1. This report presents the latest information on the performance indicators overseen by the Environment and Housing Committee.

2. Considerations

Performance Indicators

2.1. Section 1 of Appendix 1 shows an at-a-glance summary of the performance indicators overseen by the Environment and Housing Committee. The performance scorecard groups the indicators under four quadrant headings:

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2.1.1. Finance and Efficiency – performance in relation to budgets and improvements in efficiency.

2.1.2. Business Management – Performance in relation to the effective operation of the service.

2.1.3. Employees- Performance in relation to Human Resource issues including absence Management.

2.1.4. Outcomes for customers and service users – performance in relation to the impacts of the services’ activities on customers, service users and stakeholders.

2.2. Further details of those indicators that are currently red (below target and outwith tolerance) or are amber and deteriorating (below target but within tolerance) or are ‘data only’ (no target has been set) are provided in Appendix 2 – Section 2.

2.3. The Committee is asked to consider the performance of reported indicators, to seek clarification on any aspect of this as appropriate and to identify any potential risks as a result of current performance levels.

2.4. Performance Indicators showing improvement or sustained good performance:

2.4.1. Figures for building warrants (assessments within 20 working days) have consistently achieved green status.

2.4.2. Figures for Trading Standards business advice requests dealt with within 14 days have consistently achieved green status.

2.4.3. The tenancy sustainment indicator has consistently achieved green status.

2.4.4. Figures for housing emergency repairs completed within target and average time to complete non-emergency repairs have not been available since the beginning of August 2017. This was caused by a systems upgrade. The service is still working to resolve this problem.

2.4.5. Figures for the percentage of planning applications determined within two months have not been updated since September 2017.

2.4.6. Quarterly figures for Road (Carriageway) network treated have not been updated since September 2017.

2.5. The Hotspots in this period are:

2.5.1. Percentage of rent loss through properties being empty.

2.5.2. Gross rent arrears (all tenants) as a percentage of rent due.

Strategic Priorities and Project

2.6. The Environment and Housing Committee is responsible for oversight of the following Strategic Priorities:

2.7. Priority C: We will create more affordable & social housing in all Stirling's communities. We will lead by example as an organisation in setting exceptional standards in building, environmental and employer practice, tenant relations & homelessness prevention.

2.8. The Committee is asked to note that a review of the Strategic Priorities Progress Report has now been completed and a new set of service objectives has been agreed and will be reported to the next Committee.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment Process. It was determined that an Equality Impact Assessment was not required as this report considers progress on previously considered

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proposals. These proposals have themselves been the subject of EqIA where appropriate.


3.2. This report does not relate to a Plan, Policy, Programme or Strategy therefore Strategic Environmental Assessment does not apply.

3.3. There is no impact on the Council’s duty relating to climate change.


3.4. None.

Consultations

3.5. None.


4.1. Performance and Strategic Priorities Progress Report, Report to Environment & Housing Committee, 8 February 2018.

4.2. Strategic perf report EqIA relevance check E&H April 2018.

5. Appendices

5.1. Appendix 1 – Environment & Housing Committee Performance Report.

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Author of Report:

Gillian Findlay Quality & Performance Team Leader

Contact Details:


Approved by:

Alan Milliken Senior Manager – Communities and People

Date:

22 February 2018

Signature:

Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holder consulted on this report

Wards affected: All wards.

Key Priorities: C - We will create more affordable & social housing in all Stirling's communities. We will lead by example as an organisation in setting exceptional standards in building , environmental and employer practice, tenant relations & homelessness prevention

Key Priority Considerations:

Local Outcome Improvement Plan Priority Outcomes:

Prosperous - People are part of a prosperous economy that promotes inclusive growth opportunities across our communities.

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Section1: Environment & Housing Committee Scorecard

Key:

Generated on: 3 April 2018.

1. Finance & Efficiency

2017/18 Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Current

Target

Long Term Trend

Projected variance as % of budget - Localities & Infrastructure

0.5 0.5 -0.2 0 0 0 0.9 0.8 0.6 0.6 0.6 0.7 0.7 1 1 0%

General Services Capital Programme projected outturn expenditure

93 93.5 94.1 101 113 98 98.8 98.8 97 102 95 93.2 90.5 100%

2. Business Management


Target

Long Term Trend

Building Warrants first detailed assessment completed within 20 working days

84 89 89 89 81 81 81 89 80 89 81 83 82 80%

Trading Standards consumer complaints dealt with within 14 days

82.2 90.0 80.8 80.8 76.5 80.0%

Trading Standards business advice requests dealt with within 14 days

92.0 100 91.3 90.6 94.8 90.0%

Appendix 121


Target Long Term Trend

Percentage of rent loss through properties being empty

1.06 1.06 1.05 1.05 0.94 1.09 1.13 1.10 1.08 1.08 1.05 1.06 1.05 1.04 0.75%

Gross rent arrears all tenants as % of total rent due

10.4 10.2 10.3 9.57 10.0 10.0 10.3 10.6 10.7 11.0 11.4 12.0 11.4 10.8 9.82 %

3.Employees



Absence for Localities and Infrastructure (%) 7.73 8.08 10.2 13.6 9.25 9.97 8.29 6.72 8.45 9.83 10.3 10.4 9.00 12.8 9.63 9.24%

4.Outcomes for Customers and Service Users



Building warrant determinations made within 6 working days of receipt of satisfactory information.

80 80 80 80 70 68 67 60 61 76 80%

Food safety inspection pass rates 94 96 95 95 95

Housing emergency repairs completed within target 96.1 98.8 95.7 96.1 96.8 96.1 97.5 97.0 95.5 95.0%

Percentage of homeless households in B&B for over 50 days

8.3 5.1 3.3 2.1 .0 .0 2.1 .0 8.0 4.7 5.9 9.8 22.0 10.5 8.9 15.0%

Average time to complete non-emergency repairs (days)

5.30 6.50 5.41 6.10 4.70 4.37 4.86 4.54 5.21 6.50 days

Tenancy sustainment - all applicants 92.9 93.5 97.8 100 94.6 82.4 100 97.6 90.5 91.7 92.9 94.1 90.6 86.7 100 90.0%

Percentage of all Planning Applications determined within 2 months

55.0 41.1 50.7 64.5 70.8 70.1 71.6 65.0 55.0 61.0

Road (Carriageway) network treated 0.93 2.02 0.34 2.31 2.30%

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Section 2: Environment Indicators Exception Report This section gives further details for those PIs that are currently reported as Hot Spots or Amber where performance is deteriorating. This part of this section reports on Environment indicators that are Hot Spots. There are no Hot Spots in this period.

Environment Indicators Amber and Deteriorating This part of the report gives further details for those Environment PIs that are currently reported as Amber where performance has deteriorated over the last few reporting periods.

Trading Standards consumer complaints dealt with within 14 days

Current Value: 76.5%

Last Update: Q3 2017/18

Target: 80.0%

Status:

Long Term Trend:

This indicator provides a measure of the efficiency of the Council in dealing with trading standards consumer complaints. Further information on the Council's role in relation to Trading Standards is available on the Trading Standards pages of the Stirling Council website.

Contextual information and improvement activity:

The drop in performance has been due to numerous complex cases which the service are currently investigating which take much longer than 14 days to conclude. I am however pleased to report that the performance of the service for this measure has improved to 78.4% for January.

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Environment Indicators - Data Only This part of the report gives further details for those Environment PIs that are currently reported as Data Only. These indicators do not have targets because they provide contextual information or because a target has not yet been set.

Food safety inspection pass rates

Current Value: 95%

Last Update: Q3 2017/18

Target:

Status:

Long Term Trend:

This indicator shows the percentage of food safety inspections which resulted in a 'pass' each quarter. These figures are compiled as part of Stirling’s contribution to the national Food Hygiene Information Scheme run by the Food Standards Agency. Awarding and publishing information on businesses with pass certificates encourages the raising of hygiene standards.


This measure is an indicator of general compliance with food hygiene legislation by a food business. Whilst the service strives to ensure compliance within all our food businesses and uses a range of enforcement tools to secure this, ultimately responsibility for food safety in any business rests with the food business operator and therefore a target has not been set for this measure.

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Housing Indicators Exception Report This part of the report gives further details for those Housing PIs that are currently reported as Hot Spots i.e. below target and outwith tolerance.

Percentage of rent loss through properties being empty

Current Value: 1.04%

Last Update: January 2018

Target: 0.75%

Status:

Long Term Trend:

Percentage of rent loss due to voids (mainstream houses only).


In January, the number of void properties which became available to let during the month was 15. A number of these required significant works. Several properties were offered multiple times, including 11, 9 and 7 times. As a result of this and the works required, rent loss due to properties being empty was 1.04%.

Gross rent arrears all tenants as % of total rent due

Current Value: 10.83 %

Last Update: January 2018

Target: 9.82 %

Status:

Long Term Trend:

Gross rent arrears (current and former tenants) as a % of total rent due for the reporting year from Scottish Social Housing Charter Indicator 31. The data is provided to the Housing Service by Finance each month.


The level of rent arrears among tenants claiming Universal Credit has increased from £13,013 on 28 June 2017 (the date when Full Digital Service was rolled out) to £121,706 at the end of January 2018.

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We are continuing to pursue current tenant rent arrears and, whenever possible, former tenant arrears. A temporary income maximisation officer has been recruited for a period of 18 months to deal with Universal Credit queries and problems, to update staff on welfare reform and legislative changes and to provide advice and information to tenants and other services, including Social Work and Education.

Housing Indicators Amber and Deteriorating This part of the report gives further details for those Housing PIs that are currently reported as Amber where performance has deteriorated over the last few reporting periods. There are no PIs in this category.

Service Wide Indicators (Housing & Environment) Exception Report This section gives further details for those Housing and Environment service wide PIs that are currently reported as Hot Spots. There are no PIs in this category.

Service Wide Indicators (Housing & Environment ) Amber and Deteriorating This part of the report gives further details for those Housing and Environment Service Wide PIs that are currently reported as Amber where performance has deteriorated over the last few reporting periods. There are no PIs in this category.

Service Wide Indicators (Housing & Environment) Data Only This part of the report gives further details for those Housing and Environment Service Wide PIs that are currently reported as Data Only. These indicators do not have targets because they provide contextual information or because a target has not yet been set. There are no PIs in this category.

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Date of Meeting:

12 April 2018

Not Exempt

Housing Revenue Account – Projected Outturn 2017/18

Purpose & Summary

Housing Revenue Account

The projected outturn for 2017/18 shows expenditure of £20.167m against a budget of £20.167m.

The level of balances retained by the Housing Revenue Account will increase to £986,000.

Housing Investment Programme

The 2017/18 Housing Investment Programme shows expenditure of £16.172m against a budget of £14.024m.

The level of new borrowing required for the current year is above budget at £4.030m.

Recommendations

The Committee agrees:-

1. to note the projected expenditure on the Housing Revenue Account is £20.167m;

2. to note the projected level of balances will be £986,000;

3. to note the projected expenditure on the Housing Investment Programme is£16.172m; and

4. to note the projected level of new borrowing required is £4.173m.


The financial resources detailed in this report relate to the Housing Revenue Account and have no implications to the wider Council General fund budget.

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The report is of a technical nature and presents the current financial position, no decisions or changes to existing policy or practices are required therefore it does not affect any risks or mitigations.

1. Background

1. The report is to update the committee on the current income and expenditure relating to the Housing Revenue Account and provide details of expenditure items and variations which have occurred during the preceding accounting period.

2. Considerations

2.1 Housing Revenue Account: The Housing Revenue Account Projected Outturn for 2017/18, together with variances from budget is shown in Appendix 2. An explanation on the main variances from the budget follows:-

2.1.1 Supervision and Management costs are £280,000 under budget due to staff vacancies and reduced training costs.

2.1.2 Capital Financing Charges are £350,000 under budget due to a reduction of principal repayments in the current year as well as reduced interest costs due to the continuing use of lower cost short term borrowing.

2.1.3 Transfer to the Investment Programme: this budget is used to help fund the Housing Investment Programme. Due to movement elsewhere in the budget, the value of the transfer is £520,000 higher than budget. This is in line with normal practice as the value of the transfer is always subject to movements elsewhere within the revenue account.

2.1.4 Due to the higher than budgeted number of voids the cost is £80,000 higher than anticipated.

2.1.5 The Homeless rents income reflects the use of Housing Revenue Account assets by the Homeless service. This is £50,000 below budget due to the delay in bringing Glasgow Road online.

2.1.6 Rents – Commercial Properties: this is £50,000 under budget due to the delay in leasing the shops on Goosecroft Road.

2.1.7 Other income is £100,000 better than budget, due to the unbudgeted income from the cost of house sales and higher than expected “tenant to pay” fees.

2.2 Balances: The level of balances are set to increase by £250,000 to £986,000. This will equate to 4.89% of gross expenditure.

Housing Investment Programme:

2.3 The outturn, together with variances from budget, is shown in Appendix 3. An explanation of the main variances from budget are detailed below:

2.4 Income:

2.4.1 Receipts from house sales are projected to be £1,550,000. It is anticipated 40 properties will be sold this year. Together with the additional £750,000

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SHIP grant will provide funding of £2,300,000 for strategic property purchases.

2.4.2 Funds Transferred from Revenue - Due to movement elsewhere in the revenue budget, the value of the transfer is £520,000 higher than budget.

2.4.3 Prudential Borrowing – due to movement within the capital programme prudential borrowing is expected to be £266,000 over budget.

2.4.4 A transfer of £726,000 is anticipated from the Strategic Housing Account.

2.4.5 It is anticipated that we will receive £505,000 additional SHIP grant than was budgeted for.

2.5 Planned Renewals – External:

2.5.1 Thermal Insulation – It is anticipated to cost £300,000 to complete the external wall insulation programme which was delayed from the previous year.

2.6 New House Building:

2.6.1 Purchase – this is where the service purchases completed houses. The current projects are:

1.1.1.1 It is anticipated that we will purchase twenty properties within the Crudens development in Raploch this year. The costs will be partly met by grant funding.

2.6.2 External – where the service manages a new build project by a third party.

2.6.2.1 The current costs are the final amounts for completed projects at Riverside and Cultenhove. There are currently no new projects with external contractors.

2.6.2.2 Initial payment for the Robertsons development at Raploch where it is anticipated 55 houses will be delivered in 2018/19 and 2019/20.

2.6.3 Internal – where the service manages and builds the houses themselves. The current projects are:

2.6.3.1 Riverside pool site – it is anticipated that the 8 properties will be complete this year;

2.6.3.2 Former fire station site in Callander – it is anticipated that the 4 houses will complete in 2018/19; and

2.6.3.3 Cowie primary school site – demolition costs only this year with 20 houses to be developed in 2018/19 and 2019/20.

2.7 Mortgage to rent/Conversions and Property Purchase:

2.7.1 Mortgage to rent:

2.7.1.1 There has been 2 properties purchased during 2017/18.

2.7.2 Conversions – where the service manages and converts properties within the HRA portfolio. The current projects are:

2.7.2.1 Work has begun on converting the Fallin Local Office into four properties.

2.7.3 Property Purchase – where the service purchases strategic second hand properties:

2.7.3.1 It is anticipated there will be 30 properties purchased.

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2.8 Other Costs:

2.8.1 The two retaining wall projects at the top of the town have been delayed until 2018/19.

2.9 Loan Debt: The opening balance on the Housing Revenue Account debt is £48.7m. Principal of £1.3m is anticipated to be repaid during 2017/18 with new borrowing of £4.0m undertaken. The loan debt at 31 March 2018 is anticipated to be around £51.4m.

2.10 Borrowing required is £4.173m.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as the report is of a technical nature.


3.2. Where energy efficiency measures are installed this will reduce the level of greenhouse gas emissions with energy generated via renewable sources where possible. Finally, new affordable homes are designed to meet Secured by Design Standards where possible.


3.3. Increasing the supply of affordable housing through the new build programme will assist those in housing need, support the local economy (including the creation of jobs in the construction industry) and reduce fuel poverty.

Consultations

3.4. The project has been the subject of extensive community consultation undertaken as part of the planning process. The Housing Advisory Group, Strategic Housing Forum and SHIP Review Group have also been consulted on the proposals set out in this report.


4.1. EQIA.

5. Appendices

5.1. Appendix 1 - HRA Revenue.

5.2. Appendix 2 - HRA Capital.

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Author of Report:

John MacMillan Integrated Facilities Management Manager

Contact Details:


Approved by:

Nicole Paterson Senior Manager, Environment & Place

Date:

16 March 2018

Signature:

Details of Convener(s), Vice Convener(s), Portfolio Holder and Depute Portfolio Holder consulted on this report

Jim Thomson

Danny Gibson

Evelyn Tweed

Graham Lambie

Wards affected: Stirling North



Local Outcome Improvement Plan Priority Outcomes:

Resilient - People are part of safe and caring communities within an attractive and sustainable environment

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APPENDIX 1 Housing Revenue Account Projected Outturn 2017/18 Projected (Under) / Budget Outturn Over 2017/18 2017/18 Spend £000’s £000’s £000’s Notes Supervision and Management 2,971 2,691 (280) 3.1.1Repairs and Maintenance 5,380 5,350 (30) Other Property Costs 707 767 60 Support Service Partnership Costs 1,110 1,110 0 Capital Financing Charges 3,755 3,405 (350) 3.1.2Transfer to Investment Programme 5,914 6,434 520 3.1.3Irrecoverable Rents 202 202 0 Voids – Dwellings and Garages 128 208 80 3.1.4Gross Expenditure 20,167 20,167 0 Rents – Dwellings (18,267) (18,267) 0 Rents – Garages (207) (207) 0 Rents – Homeless (883) (833) 50 3.1.5Rents – Commercial Properties (280) (230) 50 3.1.6Other Income (780) (880) (100) 3.1.7Gross Income (20,417) (20,417) 0 Net (Surplus) / Deficit for the year (250) (250) 0

£000’s Notes Balances b/fwd 01 April 2017 736 Expenditure from Balances 0 Increase to Balances 250 Balances as at 31 March 2018 986 3.2

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Supervision and Management - all staff and related costs incurred in respect of running the housing service.

Repairs and Maintenance – this includes £4.9M of responsive repairs that is carried out by Technical Services. Also included are programmed maintenance and decoration allowances.

Other Property Costs – this includes insurance costs and payment to the landlords of Private Sector Leased (PSL) properties.

Support Service Partnerships costs - the recharge of central support functions such as finance, IT and HR.

Capital Financing Charges - the costs for servicing the HRA debt.

Transfers to the Investment Programme - this budget is used to help fund the Housing Investment programme.

Irrecoverable rents - the allowance for the write off of debt and any increase in arrears.

Voids - The cost of empty properties.

Rents - Dwellings - income from the use of houses by tenants.

Rents - Garage - income from the use of garages by tenants.

Rents - Homeless – this reflects the use of Housing Revenue Account assets by the Homeless service.

Rents - Commercial Properties – the rental income from shops.

Other income – this includes feed in tariff income from solar panels.

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APPENDIX 2 Housing Revenue Account Investment Programme 2017/18

INCOME Projected (Under) / Budget Outturn Over 2017/18 2017/18 Spend £000’s £000’s £000’s NotesReceipts from House Sales (1,300) (1,550) (250) 3.4.1Funds Transferred from Revenue (5,914) (6,434) (520) 3.4.2Energy Efficiency Grant (1,176) (1,176) 0 Prudential Borrowing (3,764) (4,030) (266) 3.4.3Strategic Housing Account (200) (726) (526) 3.4.4Grant Funding (SHIP) – New Build/Purchase (920) (1,425) (505) 3.4.5Grant Funding (SHIP) – MTR / 2nd Hand (750) (831) (81) Total Income (14,024) (16,172) (2,148)

EXPENDITURE Projected (Under) / Budget Outturn Over 2017/18 2017/18 Spend £000’s £000’s £000’s NotesPlanned Renewals – Internal Aids & Adaptations 522 522 0 Kitchens 1,302 1,302 0 Bathrooms 582 582 0 Central Heating 465 575 110 Sub Total 2,871 2,981 110 Planned Renewals – External External Wall Thermal Insulation 0 300 300 3.5.1Roofs 315 315 0 Doors 70 70 0 Garages 5 5 0 Windows 750 750 0 Council House Insulation Works 0 67 67 Grant Funded Insulation Works 1,176 1,176 0 Sub Total 2,316 2,683 367 New House Building New House Building (Purchase) 0 2,252 2,252 3.6.1New House Building (External) 890 503 (387) 3.6.2New House Building (Internal) 941 514 (427) 3.6.3Sub Total 1,831 3,269 1,438 MTR/Conversions/Property Purchase Mortgage to Rent 100 200 100 3.7.1Conversions 250 57 (193) 3.7.2Property Purchase 2,050 2,300 250 3.7.3Sub Total 2,400 2,557 157 Other Costs Contracts Overhead and Management 491 491 0 Asbestos Management 10 10 0 Sale of Local Authority Housing 0 65 65 Renewable Technologies 4,000 4,000 0 ICT 100 100 0 Retaining Walls 5 16 11 3.8.1Sub Total 4,606 4,682 76 Total Expenditure 14,024 16,172 2,148

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Not Exempt

Network Rail Edinburgh - Glasgow Improvement Programme Kerse Road Bridge Replacement – Project Update

Purpose & Summary

The purpose of this paper is to update Elected Members on progress with the delivery of the project, and updates will continue to be provided to each Committee during the period of the project.

Recommendations

Committee is asked to:

1. agree to note the current progress on the project by Network Rail to replace KerseRoad Bridge.


There has been a substantial amount of officer and operational resource utilised in the delivery of mitigation works over the last nine months.


There is a reputational risk to the Council if the works do not progress and are completed as planned. It is important that the Council officers and Network Rail and its contractor take every step to ensure works progress timeously.

1. Background

1.1. The current phase of works is progressing well and Network Rail continue to make good progress with their work programme for the demolition and construction of the new Kerse Road bridge.

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1.2. During the period between January and April 2018, the advanced engineering works and all public utilities works have been progressing either on schedule or ahead of schedule.

1.3. As a result of the good progress being made with the change overs of public utilities, the full closure of the bridge will now commence one week ahead of schedule at 06:00hrs on the 16 April 2018 to the 23 October 2018.

1.4. The temporary footbridge for pedestrians will be opened to the public on the 15 April 2018.

2. Considerations

Demolition & Construction Period

2.1. Pre demolition works will commence on the 16 April 2018 with preparatory works to remove the road surface and free the bridge deck from the main superstructure.

2.2. Demolition works of the super structure are scheduled to take place from the 21 April 2018 with preparatory works for the removal of the abutments scheduled for the 28 April 2018.

Traffic & Mitigation Measures

2.3. The traffic plan and mitigation measures put in place for this period of the works are operating well.

2.4. The last of the mitigation measures are currently nearing completion. The ‘table top’ between the entrance to Lidl and Aldi on Springbank Road and the widening of Players Rd to two way traffic calming between STEP and Forthside is scheduled to be completed by the 15 April 2018.

2.5. The road works embargo continues to be in place on the main diversionary routes and other alternative routes in and out of the City Centre to avoid non-emergency works conflicting with the Kerse Rd closure and minimising any further impact on the road network.

Monitoring & Engagement

2.6. Officers continue to meet with Network Rail and Morgan Sindall on a weekly basis to obtain an update on the work programme.

2.7. Noise monitoring of the work on site continues on a daily basis.

2.8. Elected members will continue to receive fortnightly updates on the work programme. This will become more important as the extensive piling works commence.

2.9. Progress reports will be submitted to each Environment & Housing committee during the period of the works.

2.10. Community and Business drop-ins with Network Rail are scheduled for the 10 and 18 April 2018.

2.11. Monthly update letter to lineside neighbours was issued w/c March 2018.

2.12. Radio adverts on the closure are due to commence from the 2 April 2018 on Central FM and Stirling City Radio. These adverts will advise members of the public of the full closure period, diversionary routes and to continue to support and promote Stirling being open for business.

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2.13. Network Rail has planned engagement with local schools to promote rail safety messages with the impending rail electrification and to also promote careers in engineering to local primary schools via the Institute of Civil Engineers by Morgan Sindall.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as the proposal does not disproportionally affect any groups or people with protected characteristics.


3.2. No direct sustainability impact as a result of this report.

3.3. No impact on Climate Change.


3.4. None.

Consultations

3.5. Network Rail have engaged with local residents and businesses in advance of works being undertaken and prior to the full road closure.


4.1. EqIA Relevance Check.

4.2. Environment & Housing Committee – 8 February 2018.

5. Appendices

5.1. None.

39

Author of Report:

David Crighton Service Manager, Roads & Land Services

Contact Details:


Approved by:

Brian Roberts Service Manager - Infrastructure

Date:

3 April 2018

Signature:


Wards affected: 3,4,5,6 & 7

Key Priorities: E - We will create & implement environment and infrastructure improvements; deliver new ownership & delivery methods around energy generation, public transport & internet access, ensuring profits & services work to community, not commercial priorities


Stirling Plan Priority Outcomes: (Local Outcomes Improvement Plan)


40




Not Exempt

Roads Investment Programme for 2018/19

Purpose & Summary

Following the approval of the Roads Capital budget and allocations on the 8 February 2018, this report seeks to obtain approval from Elected Members for the detailed work programme related to the Roads Capital Investment Programme for 2018/19. The report contains the list of planned improvements to Carriageways & Footways, Bridges & Structures and Road Safety projects to be delivered in 2018/19. The initial budget allocation was £4.5m. This was increased by a further £0.750m towards the improvement of carriageways after the adverse winter weather.

Recommendations

The Committee is asked:

1. to approve the projects set out in Appendix 1;

2. that communities and other stakeholders will be advised on the proposed projectlist and for public meetings to be arranged on request, to explain the intendedprogramme of works and following the engagement sessions, permit adjustment ofthe project list if communities and stakeholders provide a compelling reason why aproject should not advance. In such circumstances, alternative projects will besubstituted to ensure the available investment is spent; and

3. to receive regular updates on the work programme and expenditure of the RoadsCapital Investment Programme 2018/19.


The delivery of the work programme will in the majority be delivered in-house by the Roads & Land service. Some works of a specialist nature e.g. surface dressing, will be undertaken by an external contractor.

41


There are risks attached to this proposal if the Road Investment Programme is delayed or not progressed. The road network continues to deteriorate and more so with the extreme winter weather experienced this year which will ultimately result in an increase in the number of insurance claims received for damage to vehicles.

1. Background

1.1. The Road Network continues to deteriorate and requires continued investment to maintain the current steady state.

1.2. The Council have provided an allocation of £4.5m available for the Roads Investment Programme in 2018/19.

1.3. The Council agreed to split its allocation between the following four key road assets: Carriageways; £3.465m, Footways; £0.675m, Bridges & Structures, £0.225m and Road Safety Improvements; £0.135m.

1.4. A further investment of £0.750m was allocated to the Roads Investment Programme to be directed towards carrying out substantive repairs and improving the condition of carriageways within the road network after the severe weather experienced this winter.

2. Considerations

2.1. The service has prepared a prioritised list of roads improvement schemes (Appendix 1) across the Council area and will relate to; carriageways, footways, bridges and structures and road safety improvements.

2.2. A separate list of carriageway works has been identified for the additional £0.750m within the rural road network.

2.3. Due to the planned Kerse Rd Bridge works and the resulting city centre road works embargo, the majority of the Road Investment Programme will be undertaken out with the city centre.

2.4. The investment in our carriageways will be spread over A, B, C and Unclassified roads within the Council area and aligned footways.

2.5. It should be noted that specific works are required to be undertaken on the A811 this year with significant sections of road in disrepair and a deteriorating condition.

2.6. Projects have been identified within the Bridges and Structures team (Appendix 1) relating to works required to be undertaken to bridges, walls, culverts and other structures.

2.7. Work has been undertaken to identify Road Safety Improvement works within the Council area. These proposed works have emanated from known accident blackspots by Council officers who in turn have identified a number of low cost measures to help mitigate and reduce any further accidents. These works will include a suite of measures including; new road lining, advanced warning signs, speed activated signage and marker bollards etc.

42

2.8. Where possible, the various teams will look to cross check planned works to minimise any inconvenience to local communities whilst at the same time maximise planned work activities across the different service areas.

2.9. The services will look to arrange and meet local community groups on request to discuss the planned work programme.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as (set out reason – answer to question 12 on EqIA Relevance Check).


3.2. N/A.


3.3. None.

Consultations

3.4. None.



4.2. Roads Investment Programme 2018/19 – 8 February 2018.

5. Appendices

5.1. Appendix 1 – Project List.

43

Author of Report:

David Crighton Land Services Manager

Contact Details:


Approved by:

Nicole Paterson Senior Manager Environment & Place

Date:

16 March 2018

Signature:


Wards affected: All Wards

Key Priorities: E - We will create & implement environment and infrastructure improvements; deliver new ownership & delivery methods around energy generation, public transport & internet access, ensuring profits & services work to community, not commercial priorities




44

Stirling Council Area

Scheme TreatmentGroup

Estimated Value Comments Scheme TreatmentGroup

Estimated Value

Comments Scheme TreatmentGroup

Estimated Value

Comments Value

A873 Smiddy - Boghall Surface Dressing £190,960 A811 Dasherhead to Existing SD Surface Dressing £114,576 A9 Falkirk Road, Plean - Inlay Moderate Inlay £49,698

A873 Boghall Moderate Overlay £74,360 A811 Buchlyvie to Redlairdston Surface Dressing £43,608 0 0 £0

A81 Rob Roy Motel Moderate Overlay £80,184 A811 Arnpriori Approach Surface Dressing £28,427 0 0 £0

A81 Trossachs Holiday Park Moderate Inlay £38,499 A81 Balfron Station to Blane Smithy Roundabout Surface Dressing £190,960 0 0 £0

A81 Port Of Mentieth Moderate Overlay £40,014 A809 @ Edenmill Moderate Inlay £93,610 0 0 £0

A821 Little Drum Carpark Moderate Overlay £85,592 A811 @ Kepculloch Moderate Inlay £71,484 0 0 £0

Total Value - A Class Roads £509,609 Total Value - A Class Roads £542,665 Total Value - A Class Roads £49,698 £1,101,973

B824 - Hill O Row - A820 Surface Dressing £229,152 B822 Kippen Muir Surface Dressing £32,975 0 0 £0

B8033 Main Street Kinbuck Moderate Inlay £120,876 B822 Crow Road Moderate Inlay £142,185 0 0 £0

B822 Netherton bridge To Turnbrigg Moderate Overlay £114,790 B818 Bridge at Bentend to Carron Valley Moderate Inlay £150,116 0 0 £0

B8075 Kirklane From A84 Jcn Moderate Inlay £22,466 0 0 £0

Total Value - B Class Roads £487,284 Total Value - B Class Roads £325,277 Total Value - B Class Roads £0 £812,561

C33 Craigruie to Dhanakosa Moderate Overlay £43,550 C56 Craigallian Road @ Junction with A81 Moderate Inlay £10,552 C3 South Alloa Road (Peat Farm) Surface Dressing £12,838

C86 Sherriffmuir Inn Moderate Overlay £25,064 C118 Pirniehall @ A809 Junction Moderate Inlay £17,020 C38 Pirnhall Road East, (Corbiewood) Surface Dressing £55,101

C3 South Alloa Road (Rosehill Road) Thin Overlay £46,116

0 0 £0 C48 Morrison Drive, W of M - Inlay Thin Inlay £50,252

Total Value - C Class Roads £68,614 Total Value - C Class Roads £27,572 Total Value - C Class Roads £164,306 £260,493

Drumloist Callander Moderate Overlay £45,500 Lernock Road Moderate Overlay £36,400 Millhall Road, Stirling Surface Dressing £24,547

Ballington Rd. Moderate Overlay £45,500 Heights Road Moderate Overlay £39,780 Riverside Drive, Riverside, Stirling Surface Dressing £32,906

0 0 £0 Easter Cornton Road, Stirling (C/O) Thin Overlay £28,575

0 0 £0 0 0 £0 Pendreich Road Bridge of Allan Moderate Overlay £55,432

0 0 £0 0 0 £0 Pendreich Road, B of A Prep Works 0 £30,530

0 0 £0 0 0 £0 Castle Business Park Road, Stirling Thin Inlay £47,887

Total Value - Unclassified Roads £91,000 Total Value - Unclassified Roads £76,180 Total Value - Unclassified Roads £219,878 £387,058

Glen Gardens Callendar Moderate Inlay £35,742 Barnsdale Road, St Ninians Thin Inlay £38,753 Farm Road, Cowie (C/O) Thin Inlay £16,967

Charles Street Dunblane Moderate Inlay £55,145 Gilles Hill Area, Cambusbarron Thin Inlay £58,529 Ochilview, Cowie Thin Inlay £49,661

HighFields Dunblane Moderate Inlay £13,616 Kirkmill Road, Balfron Thin Inlay £32,516 Polmaise Crescent, Fallin Phase 3 Moderate Inlay £37,444

Elm Road/Cedar Road, Killearn Thin Inlay £40,202 Cleuch Road, Causewayhead Thin Inlay £63,554

0 0 £0 0 0 £0 Mayfield Court, St Ninians - Inlay Thin Inlay £23,057

0 0 £0 0 0 £0 Queens Lane, Bridge of Allan Thin Inlay £22,761

0 0 £0 0 0 £0 Castleview Drive, Bridge of Allan - Inlay Thin Inlay £15,135

0 0 £0 0 0 £0 Scotstoun Road, Cowie Thin Inlay £47,799

0 0 £0 0 0 £0 Pelstream Avenue, St Ninians Phase 2 Thin Inlay £33,107

0 0 £0 0 0 £0 Clark St/ Mclaren Terrace, St Ninians Moderate Inlay £44,933

0 0 £0 0 0 £0 Inverallan Road, Bridge of Allan - Inlay Thin Inlay £38,724

0 0 £0 0 0 £0 Easter Cornton Rd/ Lomond Cres, Cornton Moderate Inlay £65,357

Total Value - Streets £104,503 Total Value - Streets £170,000 Total Value - Streets £458,498 £733,000

Ballechroisk Killin 0 £24,500 B818 Bogside, Fintry - Stabilise Embankment 0 £50,000 Kings Stables Lane, Stirling (C/O) £12,000

Manse Rd. Killin 0 £45,000 Barnsdale Road, St Ninians 0 £20,000 Alexander Drive, B of A - Slurry Sealing £20,000

Marshall Crescent Callander 0 £9,000 Spinners Street to Kirkmill Road, Balfron 0 £10,000 Braehead Area, Stirling - Link Footpaths £55,000

Old Doune Rd Dunblane 0 £20,000 Kirkmill Road, Balfron 0 £45,000 Polmaise Crescent, Fallin Phase 3 £60,000

0 0 £0 Gillies Hill, Cambusbarron 0 £45,000 Pelstream Avenue, St Ninians Phase 2 £50,000

0 0 £0 Elm Road/Cedar Road, Killearn 0 £50,000 Inverallan Road, Bridge of Allan - Inlay £40,000

0 0 £0 0 0 £0 Mayfield Court, St Ninians - Inlay £30,000

0 0 £0 0 0 £0 Moss Road/ Queen Street, Fallin £40,000

0 0 £0 0 0 £0 Castleview Drive, Bridge of Allan £12,000

0 0 £0 0 0 £0 Cleuch Road, Causewayhead £40,000

0 0 £0 0 0 £0 Barbour Avenue, Stirling (C/O) £30,000

0 0 £0 0 0 £0 Etive Place Link Footpaths (C/O) £20,000

0 0 £0 0 0 £0 Kirk Wynd, St Ninians (C/O) £20,000

0 0 £0 0 0 £0 Broomridge Area, Stirling - Link Footpaths £45,000

0 0 £0 0 0 £0 Easter Cornton Rd/ Lomond Cres, Cornton £20,000

Total Value - Footways & Footpaths £98,500 Total Value - Footways & Footpaths £220,000 Total Value - Footways & Footpaths £494,000 £812,500

A821 Kilruskin Lodge Moderate Overlay £167,310 A809 North of Finnich Toll Moderate Inlay £61,783

A821 The Ridings To Lendrick Hill Moderate Overlay £47,034 A875 @ Co-op (Phase 1) Moderate Inlay £46,465

A827 Finlairg Killin Moderate Overlay £36,192 A811 @ Kippen Station Roundabout (+ Geotextile) Moderate Inlay £107,226

C33 Monachyle Beag- Craigruie Moderate Overlay £87,750 B818 Drum Farm to Derestriction Moderate Inlay £35,742

Old Doune Road Moderate Inlay £35,470 C56 Craigallian Road @ Junction with A81 Moderate Inlay £10,552

0 0 £0 C54 Ballochruin Road - From junct with C21 Moderate Inlay £62,634

0 0 £0 Glinns Road Moderate Overlay £52,000

Total Value - Additional Capital £373,756 Total Value - Additional Capital £376,401 Total Value - Additional Capital £0 £750,157

Overall Total £4,857,742

ADDITIONAL CAPITAL ADDITIONAL CAPITAL ADDITIONAL CAPITAL

'B' Class Roads 'B' Class Roads 'B' Class Roads

'C' Class Roads 'C' Class Roads 'C' Class Roads

'Unclassified' Roads

Streets Streets

'Unclassified' Roads 'Unclassified' Roads

Streets

Footways and Footpaths Footways and Footpaths Footways and Footpaths

GENERAL ROADS INVESTMENT PROGRAMMEPROPOSED ROADS MAINTENANCE PROGRAMME 2018 - 19

'A' Class Roads 'A' Class Roads 'A' Class Roads

AREA 1 AREA 2 AREA 3

Appendix 145

Stirling Council Area

Scheme Name Work Description

Estimated Value Comments Scheme Name Work Description

Estimated Value

Comments Scheme Name Work Description

Estimated Value

Comments Value

B998 Hillfoots Rd: Factory Culvert Lining of Culvert £163,350 By Contractor

Raploch: Mote Hill Rockfall Replace Netting £59,290

Raploch: Mote Hill Rockfall Vegetation Clearance £2,420

Total £0 Total £0 Total £225,060 £225,060

PROPOSED BRIDGES PROGRAMME 2018 - 19


46

Scheme Name

Work Description

Estimated Value Comments Scheme Name

Work Description

Estimated Value

Comments Scheme Name

Work Description Estimated Value

Comments

A81 Garrauld Instal Chevroflex £6,000 Croftamie Village Gateway £15,000 A872 Pirnhall Road JunctionHigh Friction Surfacing / Improved Warning Signs etc.

£15,000

A81 / B822 Junction Bend (near Braes of Greenock)

High Friction Surfacing £10,000A81 Strathblane: Craigmarloch / Kirkhouse Junction

Review of Road £10,000 Plean Main street to Old PleanFootway Widening / Toucan/Pegasus Crossing

£30,000In conjunction with CWSS and SUSTRANS

A891 Campsie Road, StrathblaneTraffic Calming Measures

£10,000 B9124 Greenyards Farm bendSigns and High Friction Surfacing

£6,000

A811 between Kirk Lane and Kippen Station Roundabout

Review Road Markings & Signage

£10,000 FallinVillage Gateway and Speed Management

£6,000

A809: Bend north of B821 Cuilt RoadHigh Friction Surfacing

£30,000After re-surfacing works by Roads Maintenance

StrathblaneVillage Gateway / Cycle Path Link

£7,000

Total Value £16,000 Total Value £82,000 Total Value £57,000

GENERAL ROADS INVESTMENT PROGRAMMEPROPOSED ROADS SAFETY IMPROVEMENTS 2018 - 19


47


Environment and Housing Committee


Not Exempt

City Centre Collection Model

Purpose & Summary

The purpose of this report is to seek approval from the committee for the revised City Centre Waste Collection Model.

The Waste Service have recently implemented an improved waste collection system across the Local Authority area which is more closely aligned with the conventional collection methods used across Scotland and the UK. The project allowed the Waste Services to redesign the service from the bottom up, ensuring that it met the known future requirements whilst complying with all current, and future, statutory requirements and legislation. The planning and design of the new collection model focused on building a service that is resilient and flexible to the continually changing resource and recycling markets.

Subsequently an assessment of the City Centre properties was undertaken to determine their capacity to accommodate the recently rolled out collection system. As a result 1493 properties within the city centre have been identified as unsuitable for this collection model. 1096 of the 1493 properties can accommodate a bin/sack system that mirrors the current collection model and 396 properties can only accommodate a sack based system. In order to provide a service to these 396 properties an alternative 2 sack collection model has been proposed. The options for all city centre properties have been designed to conform as closely as possible to the capacity and frequency of the recently established domestic collection model outlined in the ADM and the Household Waste Charter.

Recommendations

Committee is asked to approve:

1. the new recycling sack based collection model for City Centre residents thatcannot accommodate a bin;

2. a combination collection model for households that can accommodate one bin; and

3. the proposal to impose a specific presentation time zone for all city centrecollections.

49


Increased revenue costs of additional recycling sacks for residents at a cost of £15.94 per 200. It is assumed that the 396 properties will require 2 packs each per year (£12,600).


There is a risk to the resilience of the current town centre collection model, the vehicles are at the end of their life cycle and no longer available to purchase.

There is a risk of not compliance with current recycling requirements.

1. Background

1.1. Waste Services are currently working toward establishing an alternative delivery model (ADM) for its city centre residents that meets their needs and also reflects the current domestic collection operating model. The service is also seeking to introduce a specific presentation time zone and combine collections of city centre residential and commercial customers wherever possible. This will result in a reduction in large vehicles operating in the city centre.

1.2. This proposal is being considered in conjunction with a proposed change to the Commercial Service operating model.

2. Considerations

2.1. There are currently 1609 properties within Stirling City Centre, of these properties 1493 have an alternative waste collection model to that of the recently transformed domestic waste service. 1096 of these properties can accommodate a bin/sack combination system however 396 of the 1493 can only accommodate a sack system. The aim of the ADM is to create a more resilient and efficient collection service for city centre residents that, where possible, mirrors the collection model across the Local Authority area.

2.2. The proposal is to introduce a combination bin/sack system for the properties that have limited external storage capacity and a 2 sack system for those properties that cannot accommodate bins (one sack for residual waste and one for recycling).

2.3. The domestic and commercial town centre collections will be scheduled in order for them to be uplifted together wherever possible. They will also be presented for collection within a specific timeframe. This will result in fewer vehicles and less visible waste in the city centre.

2.4. This ADM will increase productivity through more effective utilisation of our capital assets, such as waste collection vehicles, plant and machinery. The model will also result in safer and cleaner working practices and increased flexibility and resilience within the workforce as staff can operate across both domestic and commercial collection services.

50

2.5. The Business Improvement Project Team will support Waste Services with this project. Staff from both the Business Improvement Team and Waste Services will participate to ensure delivery of this project which, in turn, will result in effective service delivery and resource utilisation in the City Centre.

2.6. Zero Waste Scotland have indicated that they will invest in both capital and revenue projects (e.g. funding for communications) for specific projects subject to signing up to the Waste Charter.

2.7. Progress on the project will be reported at the Localities & Infrastructure Change Board and thereafter to the Performance Board.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as proposals contained in the report for transforming the City Centre collection model will not have a negative impact in general, or to those groups identified as having protected characteristics.


3.2. There will be an increase in recyclable waste material as a result of this report.

3.3. There is no impact on the Council’s duty relating to climate change.


3.4. There are no policy implications as a result of this report.

Consultations

3.5. The operating model has been developed through cross party consultation with elected members. The Service has also consulted with community groups.



5. Appendices

5.1. Appendix A – City Centre Business Case.

5.2. Appendix B – City Centre Timeline.

51

Author of Report:

Linda Daisley (Business Improvement TL, Localities & Infrastructure)

Contact Details:


Approved by:

Nicole Paterson Senior Manager Environment & Place

Date: 21 March 2018

Signature:


Jim Thomson

Danny Gibson

Wards affected:

Key Priorities: Select a Key Priority



52

L&I BMS Doc No: 725 Issued By: LD Version: 1 Issued Date:

1

Appendix A Outline Business Case City Centre ADM March 2018

53


2

Business Case

Document Owner(s)

Name: Michelle Hall

Location: U:\SHARED\9 - Waste\City Centre ADM\Business Case

Revision History

By Reason Date Version

Michelle Hall Draft February 2018 0.1

Michelle Hall Draft 13/03/2018 0.2

Document Distribution

Name Date Version

(Director Localities & Infrastructure)

Nicole Paterson (Senior Manager)

George Sommerville (Waste Services Manager)

Lindsey Hepburn ( Waste Services Team Leader)

Gavin Hutton (Business Improvement & Compliance Manager)

Linda Daisley (Business Improvement Team Leader)

Document Approvals

Name Title Date Version

Director – Localities and Infrastructure

Nicole Paterson Senior Manager – Environment and Place

Localities and Infrastructure

Theme Board

Brian Richardson Team Leader Accounting

54


3

Contents

1. Executive Summary ..................................................................................... 4 2. Business Needs ........................................................................................... 4 3.1 Scope ......................................................................................................... 5 3.2 Out of Scope .............................................................................................. 5 4. Background .................................................................................................. 5 5. Financial Options Analysis ........................................................................... 6 7. Recommendation ......................................................................................... 6 8. Benefits Matrix ............................................................................................. 7 9. Benefits Tracker ........................................................................................... 8 10. Assumptions and Constraints .................................................................... 9 11. Identification and Analysis of Options ........................................................ 9

11.1 Option 1 – Do Nothing .......................................................................... 9 11.3 Option 2 – Sack Collection ................................................................. 10

12. Risks ........................................................................................................ 10 13. Time ...................................................................... Error! Bookmark not defined. 14. Governance ......................................................................................................... 11 15. Project Management Plan Checklist ............................................................... 11 16. Dependencies ..................................................................................................... 12 A. Appendix 1 Current City Centre Collection Model .......................................... 12 B. Appendix 2 Alternative City Centre Collection System .................................. 12 C. Appendix 3 Council Comparisons ..................................................................... 12

55


4

Project Name City Centre ADM Project ID

Proposed By George Sommerville

Programme L&I Portfolio

Service Waste Services

Link to Council Priorities

K – Examining and delivering on more opportunities for improved models of service delivery R – Our financial strategy will reflect the current economic challenges whilst ensuring the delivery of quality services

1. Executive Summary

Waste services are currently working to establish an alternative delivery model (ADM) for its city centre residents. There are currently 1609 properties within Stirling City Centre, of these properties 1493 have an alternative waste collection model to that of the newly established domestic waste ADM. Details of the current collection arrangements can be found in Appendix 1.

The properties within Stirling City centre have been individually assessed as to their suitability to accommodate the collection system in the newly established domestic ADM. The collection system proposed is:

1 x 240l Non-recyclables bin collected fortnightly

1 x 240l Plastics, Metals and Cartons bin collected fortnightly

1 x 240l Paper and Cardboard collected four weekly

1 x 55l Glass Box collected monthly

1 x 240l Garden and Food Waste collected fortnightly

Upon assessment, these 1493 properties within the city centre have been identified as unsuitable for the collection system proposed. In order to provide a service to these properties, alternative collection systems have been suggested. The options have been designed to conform as closely as possible to the capacity and frequency of collection outlined in the ADM and the Household Waste Charter. It is likely that a combination of models will be required. A summary of alternative collection models can be found in appendix 2.

2. Business Needs

The business requirements of the project approach must align with the Councils’ Strategic Priorities. The key linkages here are:

A: Building a Community Planning partnership that is democratically led with an engaged

community and works towards positive outcomes for Stirling. K: Examining and delivering on more opportunities for improved models of service

delivery. Q: Pursue a diverse high wage economy that delivers local jobs for people across Stirling

and a procurement policy that supports this.

56


5

R: Our financial strategy will reflect the current economic challenges by saving £24M whilst ensuring the delivery of quality services.

In addition, the following business requirements will be embraced throughout the project:

Benchmarking (LGBF) to enable the delivery of best value within all aspects of the TOM Streamline systems and processes and working patterns (as appropriate). Improve and streamline operational health and safety systems. Streamlined workflow management process. Better utilisation of assets & resources (people, vehicles plant & machinery).

3.1 Scope

Review of existing operating and management procedures for City Centre Collections. Comparison of performance against industry benchmarks. Identification of best in class for implementation. Ensure integration wider cross-cutting PBB initiatives. Maximise asset / resource utilisation. Establish Target Operating Model.

3.2 Out of Scope

Commercial Waste.

4. Background

The Household Waste Charter specifies the minimum requirement of space per material that each council in Scotland should provide for each property. To be fully compliant with the waste charter the following options would need to have sufficient capacity for the number of properties:

A maximum of the equivalent of 70 litres per week per property for non-recyclable waste shall be provided to each property or group of properties where a communal service is provided. This can be achieved by either reducing the bin or varying the frequency of collection, whichever the Council deems the most appropriate.

Paper/Card 40 litres per week Metals/Plastics/Cartons 70 litres per week Glass 20 litres per week Food waste 20 litres per week

57


6

To be fully compliant with the waste charter the following options would need to have sufficient capacity for the number of properties:

Recycling Options

proposed

No. of properties

Recycling capacity per week

Frequency of collection

Landfill capacity per

week

Frequency of collection

Recycling option 2

396 225l Weekly 180l Weekly

An assessment of other councils’ city centre collection models has been carried out to help determine the most appropriate collection system needed to accommodate the challenges posed by a city centre set up. A summary of these findings can be found in Appendix 3.

5. Financial Options Analysis

Note: For Medium projects complete option 1 and 2 with current costs and proposed costs

Option 1

Option 2

Do Nothing

Recycle Sack Collection

One off Benefit

Benefits (over 5 or 10 years))

Implementation Costs - Revenue

Implementation Costs - Capital

Annual Costs (over 5 or 10 years)

£12,600

Net Benefits

NPV (Net Present Value) 6%

7. Recommendation

Option 2.

58


7

8. Benefits Matrix

Improvement in efficiency/effectiveness More effective collection process Reductions in maintenance burden and

reactive repairs of aging current vehicles.

Widely used vehicle, easier to source replacement parts and hire cover vehicles.

Alignment with neighbouring authorities with potential future economies of scale in relation to vehicle hire/joint procurement etc.

Compliance Change necessary to comply with

legislation. Improved vehicle safety measures

via new fleet replacement. Compliant Euro 6 vehicles with lower

emissions.

User Value Reduced likelihood of materials being

blown around during high winds, therefore financial savings on clean-up costs.

Decrease in volume of manual handling and repetitive manual loading.

Universal collection systems/risk assessments etc, providing increased familiarity and operational control.

Wider public/organisational value Reduced likelihood of materials being

blown around during high winds, therefore financial savings on clean-up costs.

Enhanced trust/ reputation via more collection efficiency.

Increased in customer satisfaction with a more fit for purpose collection model.

59


8

9. Benefits Tracker

Benefit Category Owner Who Benefits? Indicators Baseline Metric Target Metric Progress Narrative (RAG)

Reduced likelihood of materials being blown around during high winds, therefore financial savings on clean-up costs.

Improvement in customer service

Waste Services

Customer / Organisation / Service

Reduced volume of customer complaints

2016/17 complaints Reduction by 50% Green

Widely used vehicle, easier to source replacement parts & hire cover vehicles

Improvement in efficiency

Waste Services

Organisation / Service

Readily available hire vehicles No hire availability Hire availability Green

Improved vehicle safety management systems with associated reduction in minor accidents / incidents

Improvement in safety

Waste Services

Organisation / Service

Reduction in accident and near miss reports volume

Current reporting volumes

20% Reduction Green

60


9

10. Assumptions and Constraints

1 No increase in the overall number of collections.

2 No additional resource (staff) would be required.

3 Householders will adopt the new model.

4

11. Identification and Analysis of Options

11.1 Option 1 – Do Nothing

Description

Continue with current collection system with the custom built kerbside sort vehicles for recyclables.

Risks Barriers

Not compliant with household waste charter.

Vehicle fleet at the end of its economic life and difficult to replace.

Strengths Weaknesses

High quality recyclates, therefore gaining

the maximum income available to waste services.

Kerbside sort minimises recyclate

contamination.

Highly labour intensive operation. Kerbside collection vehicles have a low

payload when compared to alternatives resulting in increased travel time.

Reliant on efficient back of house operation to unload kerbside vehicles.

Rarity of the collection system results in Stirling council’s resilience as replacement vehicles cannot be hired to cope with waiting on parts, accidents or peaks in service demand.

Boxes blow away in windy weather An increased demand on the council’s

street cleaning section when waste is blown into the street.

Increased manual handling.

61


10

11.3 Option 2 – Sack Collection

Description

Properties that cannot accommodate bins would have a 90 litre sack to present all their recycling mixed in the one sack. The residual waste would continue to be presented as is in the 90 litre purple sacks. These properties do not tend to have gardens so there is no brown bin provision, customers can take it to the HWRC. Glass would be recycled in the current city centre recycling points. Each property would be given an individual food caddy which would be collected weekly..

There are 396 properties which could have this option, these are the properties that currently receive the purple sack collection. The sacks could be presented for collection within a specific timeframe resulting in less waste being visible in the city centre.

Risks Barriers

Residents may not have the capacity to store various bags in their property.

Strengths Weaknesses

Provide more opportunities to recycle with the added number of sacks.

Additional annual costs for sack purchase.

12. Risks

Risk Impact H/M/L

Probability H/M/L

Action to Mitigate Risk

Commercial/ public use H H Crews to monitor and report findings.

Increase in contamination levels due to confusion of new collection system.

M L

Robust and clear communications drive to ensure that customers understand the new system. Also load monitoring and targeted enforcement action will be taken as appropriate.

Confusion of bin presentation day resulting from changed routes / calendars.

L L

Robust, clear and detailed communications drive leading up to the change-over with accompanying collection calendar delivered with the new bins at the point of roll-out.

Service impacted whilst migrating to new collection system.

M H Need identified for detailed operational planning / resourcing and customer support during migration period.

Customers do not have enough space for additional containers

L L Alternative system and arrangements developed for customers with specialist requirements. Bagged Collections etc.

62


11

13. Time

Milestone Planned Date

1 Working Group meetings to develop business case Nov/Feb 18

2 Approval of business case Feb 18

3 Prepare and submit Paper to H&E Mar 18

4 Update Waste Policy May/June 18

5 Prepare communications material & concepts April/May 18

6 Review Routing May/July 18

7 Procure Vehicles June/July 18

8 Launch communications plan June/Aug 18

9 Launch second round of communications – detailed information & calendars Sep/Oct 18

10 Launch new collection Service Oct/Dec 18

14. Governance

Status reports to be submitted monthly.

15. Project Management Plan Checklist

Project Tool Function Status Sponsor Sign off

Stakeholder plan

Describes how stakeholders who are outside of the project management team are kept informed of the project and its progress

In Progress

Risks and Issues Log

Ensure key project risks and issues are captured and managed effectively

In Progress

Stage Plan Sets out the detailed plan for the Discovery and Business Case phase.

In Progress

63


12

Resource Plan Details Resource Requirements

In Progress

16. Dependencies

Project or Initiative Name / Ref

Reason Managed By

Transformation of the Commercial Waste Collection Service.

Commercial supports the collection of the city centre waste.

Michelle Hall

A. Appendix 1 Current City Centre Collection Model

B. Appendix 2 Alternative City Centre Collection System

C. Appendix 3 Council Comparisons

64

Appendix B Milestone Roadmap City Centre Collections

WORKINGGROUPMEETINGS&

DEVELOPBUSINESSCASE

APPROVALOFBUSINESSCASE

PREPARE/SUBMITFEES&CHARGESPAPERTOH&E

UPDATEWASTEPOLICY

PREPARECOMMUNICATIONS

CONCEPTS&MATERIALS

REVIEWROUTING

PROCUREVEHICLES

LAUNCHCOMMUNICATIONS

PLAN

2NDROUNDCOMMUNICATIONS

&DETAILEDCALENDARS

LAUNCHNEWCOMMERCIALCOLLECTIONSERVICE

November‐February18

Feb‐18 Mar‐18 May‐June18 April‐May18 May‐July18 June‐July18 June‐August18 September‐October18

Oct‐Nov18

65




Not Exempt

Interim Arrangements for New Build Allocations

Purpose & Summary

The Council’s current Housing Allocations Policy gives preference to transfer applicants in the allocation of new build and purchased properties. The proposed change is suspend the priority given to transfer applicants and revert to the normal Allocation Policy when allocating new build properties and purchase properties.

Recommendations

Committee is asked to approve the suspension of the New Build Lettings Policy.


There will be a financial saving as a result of a reduction in void costs and an improvement in void relet performance as a result of the proposed change to policy.

There will be no impact on greenhouse gas emissions.


The Scottish Housing Regulator have raised concerns about the current New Build Lettings Policy in relation to equalities.

1. Background

1.1. Stirling Council has a unified housing list and has three categories of applicants (homeless, transfer and registration). Homeless applicants are applicants who have been assessed by the Council under Homeless legislation and where we have accepted there is a statutory duty to find suitable accommodation. Transfer applicants are existing Stirling Council tenants. All other applicants are registration applicants.

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1.2. There are currently 3,684 applicants on the housing list. Of these, 16.2% are Council tenants (referred to as transfer applicants), 77.6% are waiting list applicants and 6.2% have been accepted by the Council as statutorily homeless.

1.3. The Housing (Scotland) Act 2001 states that all social landlords must let houses in such a way that gives reasonable preference to those in housing need, making best use of available stock, maximising choice and helping to sustain communities.

1.4. The current New Build Letting Policy was established in 2013 with the aim of maximising the number of lets that each development could produce through the prioritisation of existing tenants. This approach applied to both Council and Registered Social Landlords (RSL’s) new build schemes.

1.5. The priority for new build allocations includes transfer applicants with medical priority, homeless dispersed lets for use in each development if required and transfer applicants without medical requirements. If the vacancy cannot be allocated to any of the above priorities then it will be allocated to waiting list and homeless applicants as per the Allocations Policy.

1.6. Analysis shows that since 2014, 105 homes have been allocated via the New Build Lettings Policy as follows:

1.6.1. 9 new build properties have been allocated to transfer applicants with zero points who were not well placed with positions as high as 141, 137 and 126 on the housing list.

1.6.2. 22 of the 105 homes have been allocated to transfer applicants with up to 100 points who were not well placed with positions as high as 128 on the housing list.

1.6.3. 37 transfer applicants were housed with between 100 and 200 points, positioned between 2 and 31 on the housing list.

1.6.4. 18 transfer applicants were housed with over 200 points due to a mixture of medical requirements and under occupation.

1.6.5. Only 4 of 105 properties have been allocated to statutory homeless applicants. The transfer list had been exhausted on these occasions.

1.7. By way of example, a new build property in Plean was recently allocated to a transfer applicant who had no housing need but had a local connection to Plean. In order to reach this person via the New Build Lettings Policy, 92 applicants with greater housing need were bypassed. The applicants who were bypassed had a mixture of medical requirements, overcrowding and insecurity of tenure. Statutory Homeless applicants were also bypassed.

1.8. Analysis shows that 50% of allocations of new build ground floor properties over the last 4 years have been allocated to applicants who have no medical need for ground floor accommodation.

1.9. The Housing Service is currently allocating new properties at Riverside and have reached 4 transfer applicants for the 1 bed properties. Applicants who have been reached sit between 9th and 25th position on the list with points levels ranging from 105 to 195.

1.10. The service is looking to allocate 20 new build properties at Raploch in April 2018 and also provide nominations for 12 properties to Forth Housing Association as part of nominations process.

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2. Considerations

2.1. Housing Services is proposing to suspend the current New Build Lettings Policy with immediate effect due to the following:

2.1.1. The Scottish Housing Regulator has raised doubts about the legality of the current policy of prioritising the allocation of new properties to existing tenants.

2.1.2. Analysis of the allocation of new build properties to transfer applicants detailed in paragraphs 1.6 – 1.10 has shown that we are often reaching and rehousing applicants who have very little housing need ahead of those with greater housing need on the waiting and homeless list. In allocating in this current manner, it is questionable if we are giving reasonable preference to those in housing need or making best use of available stock as per the Housing (Scotland) Act 2001.

2.1.3. It is proposed that the New Build Lettings Policy is suspended and we allocate these properties using the current Allocation Policy where we allocate 1 property to homeless applicants and 1 to other applicants. The introduction of this temporary measure will enable the fair allocation of the new build properties in Raploch. This change to policy would also assist the Service to address some blockages in homeless temporary accommodation and reduce the length of time homeless applicants are waiting to be housed.

2.1.4. The proposal to abolish the New Build Lettings Policy will form part of the full consultation with tenants and applicants as part of the Allocation Policy review.

3. Implications

Equalities Impact

3.1. The contents of this report were assessed under the Council’s Equality Impact Assessment process. It was determined that an Equality Impact Assessment was not required as this proposal represents a relatively minor change to the Housing Allocations Policy, which is currently under review, and which will be the subject of an EqIA later in the current year.


3.2. None.


3.3. None.

Consultations

3.4. This report will be submitted to the Housing Advisory Group meeting of 23 March 2018.


4.1. Interim allocation policy change EqIA relevance check E&H April 2018.

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4.2. Housing Allocations Policy 2012.

5. Appendices

5.1. None.

Authors of Report:

Gillian Findlay Quality & Performance Team Leader

Carol Hamilton Service Manager – Housing, Augmented Care and Support

Contact Details:



Approved by:

Alan Milliken Senior Manager Communities &People

Date:

2 March 2018

Signature:


Wards affected: All wards





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