Supplementary Document Pack - Corporate Services Committee 21 05 25 (Bookmarked)
West Dunbartonshire Council · 21 May 2025
Back to Corporate Services Committee — 21 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Supplementary Agenda Corporate Services Committee Date: Wednesday, 21 May 2025 Time: 14:00 Format: Hybrid Meeting Contact: Scott Kelly, Committee Officer scott.kelly@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member ITEMS TO FOLLOW I refer to the agenda for the above Meeting of the Corporate Services Committee which was issued on 8 May 2025 and now enclose for your attention a copy of the undernoted reports which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Note referred to:- 7/ Page 253
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7 CITIZEN, CULTURE AND FACILITIES 2024/25 – YEAR-END 255 – 291 PROGRESS AND CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN 2025/26 Submit report by the Chief Officer – Citizen, Culture and Facilities setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. 11 WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS 293 – 316 PLAN 2025/26 Submit report by the Chief Officer – Citizen, Culture and Facilities providing an update on the West Dunbartonshire Leisure Trust Business Plan 2025-26. 13 EQUALITY OUTCOMES AND MAINSTREAMING REPORT 317 – 360 2025-2029 Submit report by the Chief Officer – Citizen, Culture and Facilities and the Chief Officer – People and Technology providing an update on progress on the 2021-2025 Equality Outcomes and Mainstreaming Report, and detailing Equality Outcomes and Mainstreaming areas for 2025-2029. Distribution:- Councillor Ian Dickson Councillor Fiona Hennebry Councillor David McBride Councillor Karen Murray Conaghan Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Martin Rooney Councillor William Rooney (Chair) Councillor Gordon Scanlan Councillor Hazel Sorrell Councillor Clare Steel Vacancy Chief Executive Chief Officers Date of issue: 15 May 2025 Page 254
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture and Facilities Corporate Services Committee 21 May 2025 Subject:Citizen, Culture and Facilities 2024/25 - Year-end Progress and Citizen, Culture and Facilities Delivery Plan 2025/26 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Delivery Plan and presents the new Delivery Plan for 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2025/26. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Corporate Services Committee on 22 May 2024 and mid-year progress reported on 6 November 2024. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 7 Page 255
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4.3 The progress of the Plan’s 35 actions is summarised below: Progress No. (%) Complet ed 28 (80%) Overdue 7 (20%) 4.4 Overdue actions relate to the following and with the exception of commercialisation will be carried forward and completed in 2025/26: Review the outputs from Good Food Nation consultation process – 80% Progress storage review and planning for future decant of WDC collections to Strathleven – 66% Create a strategy document for West Dunbartonshire Libraries – 75% Progress Community Facilities Plan – 75% Progress commercialisation and income generation opportunities – 33% The following will be monitored in the Regulatory & Regeneration 2025/26 plan; Support community planning partners to develop and deliver two Community Planning (CP) events to support increased participation – 75% Review and redesign of the Communities team service delivery – 80% 4.5 Year-end data is available for all the Plan’s 18 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 (50%) Target marginally missed 5 (28%) Target significantly missed 4 (22%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 9 (50%) Improved over longer term (or maintained high level of performance) 7 (39%) 4.6 Where target was significantly missed, this relates to the following PI’s: % residents satisfied with Libraries: 75% against a target of 90%. % residents satisfied with Council services overall: 71% against a target of 85%. % of stage 2 complaints responded to within 20 working days: 41% against a target of 100%. % of residents who feel WDC keeps people informed of important information: 53% against a target of 75%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. Page 256
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2025/26 Delivery Plan 4.8 The 2025/26 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: Support upgrade of telephony platform. Finalise libraires strategy document, support new Faifley community library, support relocation of Dumbarton library to Glencairn House, and relocation of Library Services to Strathleven Place. Launch Empower Connections digital offering. Progress review of accessibility of the website and intranet. Complete Facilities Management service redesign, enhance training, increase capacity, progress free school meal programme and support outputs from Good Food Nation consultation process. Develop strategic communication plan to support budget savings initiatives Progress funding application to support heritage activity programme for Glencairn House, undertake planning for future decant of WDC collections to Strathleven Place, support progress of plan for opening of Clydebank Heritage Hub and launch public access to the local history archive collections. Progress plans to strengthen approach to strategic engagement, prepare Strategic Needs Assessment (SNA) and deliver Equalities Outcomes and Mainstreaming Plan 2025-29. 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Citizen, Culture and Facilities may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation Page 257
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9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Amanda Graham Service Area: Citizen, Culture and Facilities, Date: 17 April 2025 _____________________________________________________________ Person to Contact: Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan 2024/25 – Year-end Progress Appendix 2: Citizen, Culture and Facilities Delivery Plan 2025/26 Background Papers: Citizen, Culture and Facilities Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Citizen, Culture and Facilities Delivery Plan 2024/25 Mid- year Progress - Corporate Services Committee, 6 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 258
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1 Appendix 1 - CCF Delivery Plan Year-end Progress 24/25 1. Our Communities Objective 1. Our neighbourhoods are safe, resilient and inclusive 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Number of adults and young people participating in engagement activity through Community Development activity (Community Dev' only) New PI for 24/25 683 600 Target exceeded. The level of engagement activity fluctuates across the year with a dip in engagement figures in Quarter 3 only. The remaining quarters saw the level of engagement exceed the target set. This included a high level of engagement through the planned Community Soup events that were successfully delivered as part of the UK Shared Prosperity Fund Elaine Troup Page 259
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2 Action Status Progress Due Date Note Owner Support community planning partners to develop and deliver two CP events to support increased participation 31-Mar-2025 Action overdue. The 2024/25 proposed approach for the Community Planning Partnership has delivered one successful community event and has the second event in development for delivery in May 2025. This action will continue into 2025/26 for completion. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. 10-Apr-2025 The on-going financial challenges facing local authorities has had an impact on budgets available to support the active engagement with local residents, communities and partnerships. This has resulted in an increase to the risk matrix. Likelihood increased from 1 to 2. Elaine Troup Objective 2. Our residents health and wellbeing remains a priority 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner % of pupil medical dietary requests met 100% 100% 100% Target met. Sharon Jump % of pupils who take up free school meals ( P1-7 ) 75% 76% 75% Target met. Sharon Jump Action Status Progress Due Date Note Owner Increase the number of locations offering access to free period products 31-Mar-2025 Completed as planned. Additional locations in community owned premises have been identified, promotion will continue within communities to Elaine Troup Page 260
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3 Action Status Progress Due Date Note Owner ensure availability of products in areas of most need. Going forward Facilities Management will ensure stocks are maintained in community locations. Review the outputs from Good Food Nation Consultation process. 31-Mar-2025 Action overdue. The Good Food Nation requirements will apply across a number of services in the Council. Further detail awaited from Scottish Government following completion of review of full consultation responses. This action will carry over to 25/26. Sharon Jump Objective 3. Our residents are supported to increase life and learning skills 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Total number of library issues (Physical and e- Issues) 241,783 249,379 210,000 Target exceeded and will be increased to 220,000 for 25/26. Emma Eremin Total number of visits to museums and heritage centres (virtual & in person) 108,117 110,979 79,884 Target exceeded Target will be increased to 106,500 for 25/26. Lauren Crooks Total number of library visits (physical and virtual) 431,449 474,519 360,000 Target exceeded and will be increased to 385,000 for 25/26. Emma Eremin % Residents satisfied with Libraries 91% 75% 90% Target significantly missed. Announcements to changes in library services continues to have an impact on satisfaction. Increased activities and awareness of programmes running in recently collocated branches should support improved satisfaction Emma Eremin % Satisfaction with museums & galleries 89% 81% 88% Target marginally missed. Progress of Glencairn, Clydebank Heritage hub and conversion of Dumbarton library should support improved satisfaction. Lauren Crooks Page 261
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4 Action Status Progress Due Date Note Owner Progress funding application to support heritage activity programme for Glencairn House (including supporting the progress of the opening) 31-Mar-2025 Action completed as planned. The original completion date of Glencairn House was March 2024 and is now scheduled for summer 2025. In 2025/26 we will continue to support this progress and will further progress the external funding to support a programme of heritage engagement for Glencairn House. Lauren Crooks Progress storage review and planning for future decant of WDC collections to Strathleven 31-Mar-2025 Action overdue. Given the move to Strathleven will now not be taking place until 2026 the team will be revising plans to account for this in line with the assets phasing programme. This action will carry over to 2025/26. Lauren Crooks Support progress of plan for opening of Clydebank Heritage Hub 31-Mar-2025 Action completed as planned. Return of Local History & Archive collections back to Clydebank has been completed. The enabling works are currently underway and progressing well. The next stage will be the museum fit out on site over 2025/26. The funding application submitted by Arts and Heritage to Museums Galleries Scotland for a museums development grant to support programme activity in the arts and heritage activity on site on the opening of the new space has been successful. Lauren Crooks Support progress of new collections management software. (MODES) 31-Mar-2025 Action completed as planned. Following completion of the back-end build of the MODES system for WDC collections, providing access to the new system for the Arts & Heritage team. Work is now underway on the front-end build for the MODES platform currently being designed by Orangeleaf which will provide public access early in 2025/26. Lauren Crooks Continue to delivery youth learning and community-based learning and participation opportunities. 31-Mar-2025 Action completed as planned. Year 1 Actions have been identified and developed with partners through The Youth Alliance and Community Development Alliance (Empowered DIG). Ownership and reporting on actions will be shared across the partnerships with future reporting to Community Planning Management Board. Elaine Troup Implement and embed a new delivery model for co-located libraries 31-Mar-2025 Action completed as planned. Dalmuir, Parkhall and Balloch libraries are co-located. Visitor and Stock statistics being reviewed to inform 2025/26 spend and staffing. Emma Eremin Page 262
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5 Action Status Progress Due Date Note Owner Create a strategy document for West Dunbartonshire Libraries 31-Mar-2025 Action overdue and will be carried over to 2025/26, to allow satisfactory time to undertake a full public consultation which is required to inform strategy. National frameworks and strategies have been identified. Public consultation is in development to inform the strategy and will be delivered in 2025/26. Emma Eremin Migrate the Libraries Management System (LMS) to a new software supplier 31-Mar-2025 Action completed as planned. The Library Management System is in use with procedures developed on an ongoing basis according to business need. Emma Eremin 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 Action completed as planned. We continue to embed full team meetings across the contact centre. Facilities management has undertaken a staff survey and a more consistent approach to engagement is being introduced including increased presence of team leaders across the service. All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2025 Action completed as planned. Working groups in place to consider progress of next phase of Facilities Management service review with a view to improving recruitment and retention. All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 Action completed as planned. Staff engagement has been undertaken on the colocation of libraries. Employee impact has been minimised by retaining level of staffing in each affected branch and working collaboratively on any issues. A Library Strategy is All Managers Page 263
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6 Action Status Progress Due Date Note Owner in progress. Health Literacy training has been identified as required and will be delivered by NHS Public Health in 2025. Digital skills also require some upskilling to widen digital access offer in all libraries. Work has started within Facilities Management on developing a suitable operating model for Faifley Campus. Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2025 Action completed as planned. Upskilling and new processes are being progressed to support the introduction of a new customer hub system for customer services. In Facilities Management, following additional training, HR practices and policies are embedded across the service and training sessions including stock control have been completed. All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of complaints received by the Council that are resolved/ closed at Stage 1 81.5% 83.75% 90% Target marginally missed with marginal improvement on previous year. Overall, 1633 complaints were received and of these 1435 were closed or resolved at Stage 1. The number of complaints received significantly increased in 2024/25 due to issues with Waste collections over festive period. Alongside this increased workload, the complexity of complaints also means more complaints being escalated from Stage 1. Lorraine Phimister Percentage of complaints received by the Council that are resolved at Stage 2 3.58% 4.5% 10% Target achieved. Overall, 1633 complaints were received of these 51 were closed at Stage 2. Lorraine Phimister Page 264
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7 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 80.6% 86% 90% Target marginally missed with improvement on previous year. Over 41,300 calls handled with 35,740 answered within 5 mins. And another 4,333 calls answered after 5mins. Sustained number of calls for updates to existing repairs and increased call handle time. We continue to work with Building Services to improve performance. Lorraine Phimister % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 91% 78% 90% Target missed with downward trend from previous year. Over 28,100 handled with 21,945 answered within 3 mins. And a further 4,938 calls answered after 3 mins. Reduced resourcing following savings options and increased calls from Waste Services issues over festive period alongside the Garden Waste Permit contributed to reduced performance. Lorraine Phimister Residents satisfaction with Council services overall 78% 71% 85% Target significantly missed with downward trend. Recent changes across a number of Council services due to budget reductions continue to impact on the satisfaction rate. Lauren Crooks Action Status Progress Due Date Note Owner Implement complaints management process enhancements – next phase 31-Mar-2025 Action completed as planned. System now live and will be monitored until fully embedded. Lorraine Phimister Explore telephony self-serve options 31-Mar-2025 Action completed as planned. We explored the telephony enhancements needed with our ICT colleagues. Over 2025/26 an upgrade to the contact centre telephony platform will be progressed by our ICT colleagues. This will provide the required enhancements. Stephen Daly Roll out child friendly complaint procedure. 31-Mar-2025 Action completed as planned. The process for Child Friendly complaints has been much more streamlined than anticipated. Guidance to be Lorraine Phimister Page 265
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8 Action Status Progress Due Date Note Owner finalised by SPSO, this will not be a new procedure but will sit alongside existing complaints handling processes. Meetings have been held with Education and Social Work and update will be provided to PMRG via quarterly complaints report in March 2025. Progress Community Facilities Plan 31-Mar-2025 Action overdue although expected to be completed early in 2025/26. Whilst one centre remains in Council ownership at this time. Discussions are underway to conclude a lease agreement. Amanda Graham Progress commercialisation and income generation opportunities 31-Mar-2025 Action overdue. Whilst some advertising revenue has been secured, part of the saving related to generating additional income from leasing buildings, including Bruce Street Baths and Clydebank Leisure Centre to external parties. This has not materialised and a cost pressure of £154k has been built into the budget going forward as a result this saving needs to be reversed. Amanda Graham Review and redesign of the Communities team service delivery 31-Mar-2025 Action overdue. Following a review of the service a decision was taken to ensure the continuation of Youth Learning and CLD / community planning under separate functions. Work is on-going to support staff as they move to different service areas to continue their work however progress has experienced delays due to resourcing challenges. This action will carry over into 2025/26. Elaine Troup Review operating model of Facilities Management service – Next Phase 31-Mar-2025 Action completed as planned. Staff survey undertaken, with just below 30% response rate, feedback being reviewed to develop improvement actions as required. Back to work sessions undertaken across all teams and well attended. The next phase will progress in 2025/26. Sharon Jump Review menu and food purchase to minimise waste and reduce costs 31-Mar-2025 Action completed as planned. New three weekly menu in place. Review of products and pricing complete. High schools are all purchasing the same products and costing and pricing is aligned and in line with procurement process. Both support a reduction of wastage and costs. We will continue to monitor this going forward. Sharon Jump Page 266
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9 Action Status Progress Due Date Note Owner Review library materials and staffing 31-Mar-2025 Action completed as planned. Spending and materials reviewed to inform 2025-26 operational stock strategy plans. Emma Eremin Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Risk of Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. 11-Feb-2025 This assessment has moved from green to amber based on an increase in likelihood. This is evidenced through demand to the Contact Centre becoming more complex and outcomes to satisfy the Citizens being much harder to achieve. This is also visible on Social Media. Evidence to support this is the challenging situations on Waste Services for Missed Bins, Festive Collections, Conditions of Roads, speed of response to Housing enquiries, ongoing concerns to Housing Repair updates being the most significant number of calls to the Council. We are seeing that more citizens are dissatisfied as indicated in the final telephone survey. Change to Risk matrix. Likelihood has increased from 2 to 3. Stephen Daly Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. 11-Feb-2025 Work continues to engage with services and improve response times and learning outcomes. Action plan agreed with internal audit to address challenges with the compliance of complaint management was completed summer 2024. The likelihood remains the same in terms of no new evidence being visible in how Services have improved their processes by learning from complaints. No change to risk matrix Stephen Daly Page 267
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10 Objective 12. Our residents are engaged and empowered 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of residents who are satisfied with the Council website 90% 85% 85% Target met. Jonathan Muir % of stage 2 complaints responded to within 20 working days. 57.89% 41% 100% Target significantly missed. Overall, 85 complaints were handled at Stage 2. Of these 21 were responded to within 20 working days. A further 19 were closed with extensions being applied. Delays in responses are due to the complexity of matters raised and also delays in responses being received from services. Lorraine Phimister % of residents who feel WDC keeps people informed of important information 63% 53% 75% Target significantly missed with performance continuing on a downward trend. This feedback reflects on how well individual services communicate and interact with residents when they make contact Lauren Crooks No. of transactions undertaken online 59,368 64,048 56,500 Target exceeded and will increase to 59,000 for 25/26. Jonathan Muir % of stage 1 complaints responded to within 5 working days. 66.8% 95% 100% Target marginally missed, with consistent improvement over the year. Overall, 1486 complaints were closed at Stage 1. Of these 1146 stage 1 complaints were responded to within 5 working days. A further 179 stage 1 complaints were closed with extensions being applied. Delays were due to increased workload and delays in responses from services Lorraine Phimister Page 268
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11 Action Status Progress Due Date Note Owner Progress upgrade online content management system – next phase 31-Mar-2025 Action completed as planned. Both sites have now been upgraded to the latest Long Term Supported version on the Content Management System. We also deployed a security hotfix that was released on both sites. Jonathan Muir Progress security reviews of websites 31-Mar-2025 Action completed as planned. An additional hotfix was release at the start of 2025, this has been installed on both the internet and intranet website. All security issues raised at the start of the year have been applied, we have a few low-level security issues to look into next financial year. Jonathan Muir Review accessibility of the website and intranet. 31-Mar-2025 Action completed as planned. The external site has maintained a very high standard/score and we have started working through the intranet. The intranet is always going to be an issue, as the webteam are not the main editors for it and the site is large and growing. Jonathan Muir Develop Strategic Communications Strategy 31-Mar-2025 Action completed as planned. Final draft has been approved by Chief Officer, and draft proposals are progressing for elected member briefing. Lauren Crooks Develop a communication plan to support budget savings initiatives 31-Mar-2025 Action completed as planned. The communication plan was extensive to ensure the key messages and changes to frontline services was effective. Lauren Crooks Deliver the UK Shared Prosperity Funded projects 31-Mar-2025 Action completed as planned. The UK Shared Prosperity funded projects are complete This included awareness raising and capacity building to support communities to host their own Community Soup events as a way of engaging people in local decision making. The projects also included the improvement of four community gardens completed by community groups. Elaine Troup Develop an approach for the future provision of community budgeting 31-Mar-2025 Action completed as planned. Phase 7 of Community Budgeting has been successfully developed and delivered with the aim of addressing food insecurity across West Dunbartonshire. The project launched on 2 December 2024 and all funds awarded to successful groups during March 2025. Elaine Troup Continue to Develop an approach to food insecurity 31-Mar-2025 Action completed as planned. This test of change project has been successfully developed and delivered during 2025/26 with the demand for the Elaine Troup Page 269
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12 Action Status Progress Due Date Note Owner fund increasing over time. The project team has continually reviewed, evaluated and amended the approach to ensure people are able to access the fund and receive the support required. The next steps of the project have been agreed and will conclude during 2025/26. Progress plans to strengthen approach to strategic engagement 31-Mar-2025 Action completed as planned. To further strengthen our approach to strategic engagement, the 2025/26 Budget Conversation engaged with community organisations representing a wide range of the community. We have also reviewed participation across a range of engagement events to identify under-represented groups and taken steps to increase participation from these groups. Work will continue as part of our wider equality plans to ensure engagement is as representative as possible and all communities feel valued. Nicola Docherty Reflect legislative changes from Scottish Gov in WDC equalities framework, process and procedures 31-Mar-2025 Action completed as planned. The Equality & Diversity Working Group (EDWG) has been updated on revisions to the Public Sector Equality Duty. We have developed the new Equality Outcome & Mainstreaming Plan for 2025-29. We continue to review our processes to ensure that equalities are at the forefront of our practices. Nicola Docherty Develop WDC British Sign Language plan 2024- 30 31-Mar-2025 Action completed as planned. We have developed, in conjunction with BSL users, the statutory BSL plan 2024-30 identifying key outcome areas for West Dunbartonshire. this has been published in English and BSL. As part of this we have developed an action plan, that will be updated on a yearly basis. We continue to engage with BSL users to ensure they have the opportunity to participate in decision making within the Council. Nicola Docherty Page 270
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13 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to secure community and partner buy -in for the emerging Community Empowerment Strategy and Action Plan. In order to deliver on the ambitions of the Community Empowerment Strategy and associated action plan, it is vital that a partnership approach is promoted to ensure best use of resources, skills and expertise. 31-Mar-2025 The community empowerment agenda is being progressed by the Council and partners across the Community Planning Partnership with reporting on community development through the Empowered Delivery Improvement Group. Community development work will continue to support individual and community empowerment and resilience focused on locality planning, community councils and community asset transfers. No change to risk matrix Elaine Troup Failure to deliver on the capacity building of the Community Empowerment (Scotland) Act There is an ever greater need to support and develop communities. Community capacity building and community development work continues within existing resources. 10-Apr-2025 Delivering the Council's community empowerment agenda remains a priority however organisational changes will see different services deliver on different work streams. The on-going financial challenges facing local authorities has had an impact on budgets available to support community empowerment. This has resulted in an increase to the risk matrix. Likelihood increased from 2 to 3. Elaine Troup Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. 01-Apr-2025 There is no change to risk matrix. A number of processes and strategies are in place to ensure internal and external communication is effective and protects the Council's reputation. Lauren Crooks Page 271
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14 Action Status Cancelled Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 272
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1 APPENDIX 2 2025/26 CITIZEN, CULTURE AND FACILITIES Page 273
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2 APPENDIX 2 Contents 1. Introduction.......................................................................................................................................................................................................3 2. Performance Review........................................................................................................................................................................................3 3. Strategic Assessment.......................................................................................................................................................................................5 4. Resources......................................................................................................................................................................................................13 Appendix 1: Action Plan............................................................................................................................................................................................16 Page 274
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3 APPENDIX 2 1. Introduction Citizen, Culture and Facilities comprises a wide range of services covering Citizen Services, Strategic Communications, Facilities Management & Town Hall, Libraries and Cultural Services and Performance and Strategy and monitoring of West Dumbartonshire Leisure Trust. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance challenges and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee twice yearly, at mid-year and year-end. 2. Performance Review The CCF management team completed a detailed review of 2024/25 performance, focusing on the following: 2024/25 Delivery Plan year-end progress Local Government Benchmarking Framework (LGBF) comparative data Citizens’ Panel feedback; Telephone Survey feedback; Complaints; and Continuous Improvement This review highlighted our key achievements and challenges in 2024/25. These are summarised below. Key Achievements in 2024/25 Listed below are some of the major achievements in each service area. All services achieve many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Citizen, Libraries and Digital Services Page 275
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4 APPENDIX 2 Libraries, secured external funding to address digital exclusion through the Public Library Improvement Fund and Chartered Institute of Library and Information Professionals (CILIPS) Green Libraries Funding to deliver a programme targeting young people and alternatives to Fast Fashion Web team delivered more efficient systems including, updated customer service hub and replaced customer relationship management system. The complaints process has been enhanced and integrated into other systems. Contact centre and out of hours service adapted the approach to manage instances of unanticipated increases in call volumes due to a number of unplanned events. Strategic Communications, Culture & Performance Delivered strategic communications support and advice, providing 24-7 media management to protect the Council’s reputation and continued to expand the reach of the Council’s social media channels increasing the audience and growing engagement. Provided comprehensive communications support for the budget process and implementation phase of service delivery changes as a result of savings. Secured funding of over £25k from Museums Galleries Scotland (MGS) to deliver a dedicated programme of free heritage activity within the new Clydebank Museum for local communities for an 18-month period. Developed and implemented budget consultation model with early engagement to inform the 2024/25 budget conversations and priorities. Facilities Management Fully established new management structure and service model. Introduced service improvements including digital processes and new stock control measures. The service provided over 770,000 school meals through 2024/25 and received four positive Health and Nutrition inspections (Clydebank High School, St Ronan’s Primary, Knoxland Primary and Linnvale Primary). Increased income and bookings at Clydebank Town Hall hosting a variety of successful events including civic, awards, dance and theatre shows and celebrations in particular weddings. Key Challenges in 2024/25 Cross Service Page 276
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5 APPENDIX 2 Resilience / Capacity Challenges. Across CCF, there are a range of challenges linked to a continuing and increased demand for support, and a reliance on Citizen and Digital Services and Communications which is anticipated to be an ongoing pressure in future years. The ongoing rationalisation of resources, development of service efficiencies and savings has resulted in a range of challenges linked to a continuing and increased reduction to frontline services, both employee reductions and service delivery rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, and increased demand for support from services. This will require strict prioritisation, delivering services in a different way including service delivery redesign where required. Delays in the capital programme. Increasing market issues has caused delays in carrying out capital works on time and within budget. Delays in the Library and Culture estate programmes have impacted on our service delivery and service satisfaction. This requires reprioritisation within the service as the programme timelines are pushed out. Citizen, Libraries and Digital Services There is continued increase in demand to the Housing Repairs Contact Centre. The unplanned demand for calls continues to impact on resource and service satisfaction. Changes to ways of working within services increases the complexity of calls and the volume of calls to Contact Centre and placed additional demand on the service with longer call handle time, and more time to resolve issues. This has impacted on the Council reputation and increased social media attention. Increased reliance on the web and intranet resulted in the need for addition resilience at short notice due to the growth in the size and content. Facilities Management. High levels of sickness continue to have an impact on available resource resulting in reduced workforce numbers and increased demands on existing teams. The turnover coupled with the time taken to replace, recruit and train employees continued to be a challenge. Strategic Communications, Culture & Performance The Communications and Arts & Heritage teams continued to operate without a full complement of staff for most of the year resulting in increased demand on staff and alternative service models being introduced. 3. Strategic Assessment Page 277
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6 APPENDIX 2 The CCF management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2025/26. The key factors are summarised below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council are currently faced with an estimated cumulative funding gap in 2026/27 of £9.24m rising to £42.77m by 2029/30. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2025/26. These challenges require further action to balance our budget and protect services for residents. Within CCF, this means that available funding will be reduced over time, and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to our internal clients, employees and citizens. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In CCF income budgets are more susceptible to fluctuations given the uncertainties surrounding demand. Within this service, budgets identified as being more susceptible to fluctuations are the Town Hall in respect of rising utility costs and Facilities Management as a result of pressure on food costs in Catering. The Town Hall is also susceptible to fluctuations depending on levels of income that are achieved. Citizen, Libraries and Digital Services Telephony Enhancements The telephony system was last upgraded throughout 2021/22. ICT have been investigating an upgrade to the corporate telephone system. Over 20/24/25 we reviewed the enhancements needed with our ICT colleagues. Over 2025/26 we will support progress of an upgrade to the contact Page 278
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7 APPENDIX 2 centre telephony platform with our ICT colleagues which will provide more flexibility and functionality including call recording, maximise efficiencies, provide resilience and help customers better. Reduce Contact Centre Resource The savings options agreed to deliver the 2025/26 budget have resulted in a resource reduction in the Contact Centre. The contact centre acts as a first point of engagement for a number of Council services with each member of the team answering an average of 300 calls per week The reduction in resources will see an increase in the average answer time and the average call wait time. Over 2025/26 we will Implement Contact Centre revised team and service provision Develop a Libraries Strategy There is a need to create a Libraries Strategy document outlining a renewed vision and future operating model which aligns with local and national initiatives and ambitions. To allow satisfactory time to undertake a full public consultation which is required to inform the strategy, this action will be carried forward to 2025/26 when we will complete the Libraries Strategy. Faifley Library The new education and community campus in Faifley will include a number of community facilities co-located as part of the school design, bringing benefits to the wider town and generations of all ages. The project will include the replacement of Edinbarnet and St Joseph’s Primary Schools, Auchnacraig and Lennox Early Years Centres, Faifley Education Resource Centres, Faifley library and the community space currently located at Skypoint. In 2025/26 we will work with the project team to support the plan for development of the new community library and associated activity and embed it into the branch network. Glencairn House – Library relocation The redevelopment of Glencairn House into a combined museum/library facility via WDC’s successful Levelling Up Fund bid is underway. The design includes relocation of Dumbarton Library to Glencairn House. In 2025/26 we will progress the relocation and develop services and staffing model to suit the new library and Children’s Library. Relocate Library Services Libraries main head office functions will relocate from Poplar Road to Strathleven Place. Libraries will contribute to the project team leading on services relocating. This includes the mobile library, home delivery service, Learning Services and Library support functions. In 2025/26 we will progress the relocation with our colleagues in Asset Management. Page 279
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8 APPENDIX 2 Empower Connections – External Funding We will deliver the Public Library Improvement Funded project ‘Libraries Empower Connections’ to enhance digital offer from libraries and provide opportunities for partnership working. The Libraries Empower Connections project, developed by libraries staff, has been awarded £11,575 and is one of thirteen initiatives across Scotland awarded a share of £200,000 from the Public Library Improvement Fund (PLIF). The Libraries Empower Connections project will help communities to develop their digital skills with devices and a new informal digital programme incorporating a range of digital activities on offer across branches. We will evaluate and report on this initiative to the Scottish Library Information Council and embed into core activity. In 2025/26 we will develop and deliver the Libraries Empower Connections digital offering Website and Intranet Accessibility Web Content Accessibility Guidelines (WCAG 2.2 AA) is the new minimum accessibility standard for all UK Government public sector websites and mobile apps. The UK government is monitored to confirm compliance. Over 2025/26 we will put actions in place to make sure the content on the website is still complaint with the new standards and build a plan to address issues with the intranet, where accessibility can be enhanced. In addition to comply with the upgraded Guidelines we will review the coding of the website to ensure it still complies and address any issues. Community Facilities The savings options agreed to deliver the 2023/24 budget resulted in a review of community facility provision across West Dunbartonshire. Up to seven community facilities were to be transferred to community ownership, lease or where no alternative exists. Discussions are underway to conclude a lease agreement for the one remaining centre. Finalisation of the arrangements will be progressed in 2025/26. Facilities Management Services Facilities Management Improvement Plan - Service Redesign A review of the FM management structure was undertaken in 2022/23 to respond to Scottish Government policy changes and resultant service expansion, provide additional support for frontline employees and ultimately deliver a more efficient and sustainable service aligned to delivering the requirements of FM. In 2023/24 with the new management structure in place we implemented new policies and procedure to support frontline staff. Focused on staff engagement and roll out of training programme for staff at all levels. In 2024/25 we progressed training further, reviewed the design of the service and developed new operating models for catering, cleaning and janitorial services. In 2025/26 we will implement the service redesign, including new roles, role profiles, operating mode and enhanced training. Training and Capacity Page 280
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9 APPENDIX 2 Adequate training is a key requirement for FM service. A centrally located training academy will enhance the delivery of training and support across the Facilities Management service teams. A standard and consistent approach can reduce the time to train, inconsistency and errors. Developing new skills or qualification, refreshing knowledge, and keeping in touch with new developments in the field. Enhanced staff training develops the skills and capabilities that individuals need for their job and improves the overall efficiency and performance of a business as well as providing progression opportunities for employees. To support the delivery of a more blended cross skilled workforce within Facilities Management, ensure sufficient staff capacity and a more resilient service in 2025/26 we will collaborate with our colleagues in Education and Working for You to develop an apprentice programme and consider the options to develop a training academy at Clydebank Town Hall. Food & Nutrition The latest phase of the free school meal programme will include pupils in receipt of the Scottish Child Payment in Primaries 6 to 7. Free school meals are a crucial element of the Scottish Government’s ambition to eradicate child poverty, the next phase of the rollout will significantly build upon this. The process has been streamlined to help more families and remove any administrative burden for local authorities. From 18th February 2025, under this new Scottish Government initiative, we are now able to consider awarding free school meals to pupils currently in P6 & P7 if the parent/carer receives the Scottish Child Payment for the child. In 2025/26 we will work with external agencies to identify the pupils who will be entitled to free school meals and ensure we have the appropriate school meal provision in place. Good Food Nation Plan The Good Food Nation (Scotland) Act 2022 provides a framework to progress toward Scotland being a Good Food Nation where people take pride, pleasure and benefit from the food they produce, buy, cook and serve and eat each day. A consultation on proposals for the plan is complete. In 2024/25 FM worked alongside Education and other service areas within the authority to review the outputs and understand the obligations as a result of the consultation process and inform the next steps in developing a Council wide plan. Further feedback is awaited from the Scottish Government. Due to this the approach to facilitating the development of the plan to ensure we adhere to the national Strategy requirements and the ongoing monitoring has yet to be agreed. This plan will be Council wide and will include a number of Service areas. In 2025/26 we will continue to support the build of the Council wide action plan. Strategic Communications, Culture & Performance Communication Plan to Support Budget Savings Initiatives Following the budget meeting in March 2025, a number of savings options to balance the budget were agreed. There are a number of these which will result in changes to the operation of frontline services and will require formal communications planning to ensure objectives are met, Page 281
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10 APPENDIX 2 target audiences are reached, and key messages are provided effectively. In 2025/26 bespoke communications plans will be developed to support this activity in each service area. Arts & Heritage Glencairn House Work will continue to progress detailed exhibition design and content for the redevelopment of Glencairn House into a combined museum/library facility via WDC’s successful Levelling Up Fund bid. Following design workshops and feedback, content was developed in 2024 for an external funding application to support an ambitious heritage activity programme for Glencairn House. Glencairn House will open to the public as a new state of the art library and museum. The original completion date of March 2024 is now scheduled for summer 2025. In 2025/26 we will continue to support this progress and will further progress the external funding to support a programme of heritage engagement for Glencairn House. Strathleven Place In tandem with the Glencairn House redevelopment, planning will commence on the current Dumbarton Library building on Strathleven Place to be converted into a publicly accessible archive and collections store for the Council’s most important heritage objects and documents. In 2024/25 A&H progressed plans to review the storage areas and collections to prepare for the future decant to Strathleven House. In 2025/26 A&H will in conjunction with our Assets colleagues prepare and progress a plan for the safe relocation of all museums, fine art, local history & archival collections and the relocation of the Arts & Heritage team from Poplar Road to Strathleven Place. Clydebank Museum and Heritage Hub Works are underway to deliver an engaging and informative new museum experience that highlights the rich history of Clydebank to both residents and visitors. Having been further impacted by delays associated with remedial works this project is now expected to complete by June 2025. In 2024/25 A&H secured a Museum Development Grant from Museums Galleries Scotland to support a heritage activity programme for 18 months. In 2025/26 we will continue to support the opening of the facility for the launch of the opening planned for mid 2025 and launch a heritage programme of activity at Clydebank Museum which will run from May 2025 – November 2026. MODES CMS & Ancestry Digitisation Project Arts and Heritage have introduced two digitisation projects into the service in 2024-25 both of which significantly increase public engagement with the services’ museum, fine art, local history & archival collections. MODES replaces the previous ADLIB system, and will provide public access to local collections, benefitting research and engagement with our resources, also allowing for the management and maintenance of collections records by the service. The Ancestry Project sees the digitisation of name rich archive resources for use in genealogy and has Page 282
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11 APPENDIX 2 resulted in some 3 million records being released to the public for the first time, significantly increasing public access to the WDC archive collections. In 2025/26 we will progress the launch of 10 databases plus access to Newspapers.com which will give online public access to local historical newspaper articles for the first time. Action; Launch public access to local history and archive collections Reduction in Arts and Heritage Team The savings options agreed to deliver the 2025/26 budget have resulted in a resource reduction in Arts and Heritage. The Arts and Heritage Team leads the development and delivery of all cultural activity, programming and learning across the authority. It is responsible for the operation of cultural venues; care and conservation of local, museum and fine art collections; support for genealogical and local research; and has statutory responsibility for the provision of archives. The reduction in resources will require a review of operations to be undertaken to identify which areas of work would continue. Performance & Strategy Team Strategic Engagement In line with the Council’s Strategic Plan, to ensure our residents are engaged and empowered we will continue to review and strengthen our approach towards strategic engagement with a particular focus on increasing participation from seldom heard voices, improving how we feedback results to the community and partners, and exploring best practice with engagement tools. We will support the Council with budget consultations and continue to gather resident’s views through the Citizens Panel. In 2025/26 we will continue to Identify underrepresented groups and implement actions to encourage better strategic engagement and participation Strategic Planning - 2027-2032 In line with the Council’s approach to strategic planning, work will begin in 2025/26 to carry out a comprehensive Strategic Needs Assessment (SNA) to inform the development of the Strategic Plan 2027-32 and the Community Planning Local Outcome Improvement Plan (LOIP) 2027- 2037. The Strategic Needs Assessment is a high-level document and a precursor to the engagement with key stakeholders to develop the new Strategic Plan which will set the vision and direction for Council services over the five-year period of 2027-2032. Equalities Outcomes and Mainstreaming Plan 2025-29 The Council is committed to ensuring equalities underpin all of the work that we do; by focusing on outcomes, the Council aims to bring practical improvements to the life chances of those who experience discrimination and disadvantage. In 2025/26, in line with our statutory duty, we will Page 283
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12 APPENDIX 2 present the Equality Outcomes and Mainstreaming Plan 2025-29 and through the Equality and Diversity Working Group (EDWG), continue to work with services across the council to progress the newly identified outcomes and embed equality mainstreaming. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed CCF priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: performance indicators and targets that will enable progress to be monitored and reported to stakeholders strategic workforce actions to address workforce issues identified in the planning process; and strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2025/26 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. 4. Resources Finance Citizen, Culture and Facilities has a revenue budget of £14.57m and no capital budget in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Page 284
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13 APPENDIX 2 Service Area Gross Expenditure 2025/26 (£m) Gross Income 2025/26 (£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Performance & Strategy 0.248 0.000 0.248 0 Communications and Marketing 0.318 -0.041 0.278 0 Citizen Service 1.555 -0.120 1.435 0 Libraries 1.831 -0.011 1.820 0 Arts and Heritage 0.364 -0.082 0.282 0 Clydebank Town Hall 0.473 -0.153 0.320 0 Facilities Management 0.249 -0.020 0.229 0 Building Cleaning 2.431 -0.322 2.109 0 Building Cleaning - PPP 1.002 -1.105 -0.103 0 Facilities Assistants 2.955 -0.083 2.872 0 Events 0.114 -0.086 0.028 0 Catering Services 6.365 -1.309 5.056 0 Total 17.906 --3.331 14.575 0 Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2025) are as follows: Service Area Headcount FTE Communications & Sales 5 5 Page 285
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14 APPENDIX 2 Absence in 2024/25 The quarterly absence statistics for Citizen, Culture and Facilities are shown below together with the Council average for the same periods for comparison. The figures have been higher than the Council average for most of 2024/25: Absence in 2024/25 Quarte r 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Citizen, Culture and Facilities 8.05 6.27 8.17 6.47 16.352 COUNCIL WIDE TOTAL 6.51 5.67 7.04 6.51 14.33 Customer Services 44 39.4 Facilities Management (Including Town Hall) 575 313 Libraries 54 37.4 Arts & Heritage 5 3.9 Performance & Strategy 4 3.8 TOTAL 687 402.5 Page 286
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15 APPENDIX 2 Appendix 1: Action Plan 1. Our Communities Objective 2. Our residents health and wellbeing remains a priority Performance Indicator Target 25-26 Owner % of pupil medical dietary requests met 100% Sharon Jump % of pupils who take up free school meals (P1-7) 75% Sharon Jump Number of attendances per 1,000 population for indoor sports and leisure facilities 4031 John Anderson Action Due Date Owner Ensure appropriate free school meal provision is in place 31-Mar-2026 Sharon Jump Participate in the Council wide Good Food Plan 31-Mar-2026 Sharon Jump Objective 3. Our residents are supported to increase life and learning skills Performance Indicator Target 25-26 Owner Total number of visits to funded and part funded museums and heritage centres (in person & virtual) 106,500 Lauren Crooks Total number of library visits (physical and virtual) 385,000 Stephen Daly Total number of library issues (physical and e-issues) 220,000 Stephen Daly Page 287
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16 APPENDIX 2 Performance Indicator Target 25-26 Owner % of adults satisfied with libraries 75% Stephen Daly % of adults satisfied with museums and galleries 80% Lauren Crooks Action Due Date Owner Progress funding application to support heritage activity programme for Glencairn House 31-Mar-2026 Lauren Crooks Progress next phase of planning for future decant of WDC collections to Strathleven 31-Mar-2026 Lauren Crooks Prepare for Opening of new Clydebank Museum and Launch Heritage Programme 31-Mar-2026 Lauren Crooks Launch public access to local history and archive collections 31-Mar-2026 Lauren Crooks Support the Development of the co-located Faifley Community Library and embed into branch network 31-Mar-2026 Stephen Daly Create a strategy document for West Dunbartonshire Libraries 31-Mar-2026 Stephen Daly Relocate Dumbarton Library to Glencairn House with new staffing model in place. 31-Mar-2026 Stephen Daly Contribute to Planning, Decant and Relocation of Library Services from Poplar Road 31-Mar-2026 Stephen Daly Develop and deliver the Libraries Empower Connections Digital Offering 31-Mar-2026 Stephen Daly 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Work Force Planning; Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 All Managers Page 288
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17 APPENDIX 2 Action Due Date Owner Work Force Planning; Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 All Managers Work Force Planning; Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 All Managers Work Force Planning; Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator Target 25-26 Owner % of complaints received by the Council that are resolved at Stage 1 90% Stephen Daly % of complaints received by the Council that are resolved at Stage 2 10% Stephen Daly % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 90% Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 90% Stephen Daly Residents satisfaction with Council services overall 70% Lauren Crooks Action Due Date Owner Support upgrade to Contact Centre Telephony Platform. 31-Mar-2026 Stephen Daly Facilities Management Service Redesign 31-Mar-2026 Sharon Jump Consider the options to develop an FM training academy and apprentice programme 31-Mar-2026 Sharon Jump Page 289
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18 APPENDIX 2 Risk Description Current Assessment Target Assessment Owner Risk of failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. Stephen Daly Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. Stephen Daly Objective 12. Our residents are engaged and empowered Performance Indicator Target 25-26 Owner % of residents who are satisfied with the Council website 85% Stephen Daly % of stage 1 complaints responded to within 5 working days. 100% Stephen Daly % of stage 2 complaints responded to within 20 working days. 100% Stephen Daly % of residents who feel WDC keeps them informed about important information. 60% Lauren Crooks No. of transactions undertaken online 59,000 Stephen Daly Action Due Date Owner Review website coding to ensure it complies with regulations. 31-Mar-2026 Stephen Daly Page 290
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19 APPENDIX 2 Action Due Date Owner Review website accessibility to ensure it complies with regulations 31-Mar-2026 Stephen Daly Progress plan to enhance intranet accessibility 31-Mar-2026 Stephen Daly Implement Contact Centre revised team and service provision 31-Mar-2026 Stephen Daly Develop a communication plan to support budget savings initiatives for 25/26 31-Mar-2026 Lauren Crooks Implement Arts and Heritage revised team and service provision 31-Mar-2026 Lauren Crooks Carry out Strategic Needs Assessment to support Strategic Plan 2027-2032 & LOIP 2027-2037 31-Mar-2026 Lauren Crooks Identify underrepresented groups and implement actions to encourage better strategic engagement and participation 31-Mar-2026 Lauren Crooks Carry out strategic engagement to support budget consultation 2026/27 31-Mar-2026 Lauren Crooks Develop Equalities Outcomes and Mainstreaming Plan 2025-29 31-Mar-2026 Lauren Crooks Risk Description Current Assessment Target Assessment Owner Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. Lauren Crooks Page 291
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture & Facilities Corporate Services Committee: 21 May 2025 ___________________________________________________________________ Subject: West Dunbartonshire Leisure Trust Business Plan 2025/26 1. Purpose 1.1 The purpose of this report is to update members on the West Dunbartonshire Leisure Trust Business Plan for 2025/26. 2. Recommendations 2.1 It is recommended the Committee: approves the report and the 2025/26 West Dunbartonshire Leisure Trust Business Plan; formally agree the WDLT management fee as set out in this report, the sum having already been included in the Council’s 2025/26 revenue budget. 3. Background 3.1 West Dunbartonshire Leisure Trust (the Trust) is a company limited by guarantee with charitable status. In addition to being regulated by the Companies Act (2006), the company is also subject to the charities regulator in Scotland, OSCR (Office of the Scottish Charity Regulator). 3.2 West Dunbartonshire Leisure Trust was incorporated as a company in December 2011 and started trading on 5th April 2012. 3.3 There are nine members of the company who serve as trustees comprising of three (3) West Dunbartonshire Councillors (Partner Trustees), an Employee Representative Trustee and five (5) Independent Trustees. The board of Trustees (who are also directors of West Dunbartonshire Leisure Trust for the purposes of company law) has control of the company subject to providing and operating the services in accordance with the Legal Agreement reached with West Dunbartonshire Council and provides strategic direction to the General Manager and his Management Team. 3.4 West Dunbartonshire Leisure Trust is responsible for the strategic and operational management of West Dunbartonshire Council’s Sport and Leisure Facilities, Community Facilities, Sports Development, Active Schools, Outdoor Recreation facilities and for event delivery on behalf of the Council. 3.5 In order to ensure that the Council meets its obligations to provide adequate provision of facilities for the residents of the area for recreational, sporting, cultural and social activities in terms of Section 14 of the Local Government ITEM 11 Page 293
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and Planning (Scotland) Act 1982, there is a Services Agreement in place between the Council and the Leisure Trust. The Trust is paid a management fee for delivery of the services through an annual funding commitment. 3.6 The Services Agreement states that the Leisure Trust should bring a draft Business Plan forward that illustrates the resources which WDLT intends to use to deliver its services. It should also include information on the expected expenditure required to provide those services, and the amount of funding required from the Council in the form of the management fee. This report and the accompanying Business Plan (Appendix 1) fulfil this requirement. 3.7 This report is presented to Committee on behalf of WDLT by the Chief Officer for Citizen, Culture, and Facilities (CCF) who is the senior officer responsible for monitoring WDLT activity on behalf of the Council. 3.8 The 2024/25 Management fee was £3,932,592. 4. Main Issues 4.1 At the Council budget setting meeting on 5 March 2025, it was agreed the management fee provided by the Council to the Leisure Trust for the financial year 2025/26 would be £4,597,492 incorporating a range of additional cost pressures for the Trust. These include estimated costs for the 25/26 pay award (£274,000), additional national insurance liability (£202,000) and increased costs for District Heating Network (£253,900). 4.2 A number of budget savings have been implemented within the accounts to achieve the current anticipated budget expenditure; including from a restructure of the Business Development and Support team; a redesign of shift patterns for General Operatives at Clydebank Leisure Centre; and temporarily not filling a vacant post. Additional Income has also been built into the budget based on service charge increases; the growth of health & fitness memberships; and the further growth of the Learn to Swim programme. 4.4 Projected Trust costs 2025/26 £ Operating and Expenditure Costs 9,293,300 Total Projected Costs 9,293,300 Projected Trust income Draft Management Fee 4,597,492 Income (Customer Receipts) 4,455,902 Income (3rd Party Funding & Misc) 239,906 Total Projected Income 9,293,300 4.5 The Leisure Trust proposes to deliver the following in the coming year as per the Business Plan at Appendix 1: 4.6 Sport & Leisure Page 294
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The strategic and operational management of the Council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. 4.7 Community Services The strategic and operational management of the Council’s Community Facilities (currently 5); Theatre; outdoor Grass Pitches (14); Synthetic Pitches (3); outdoor Bowling Greens (2); and the new Athletics Track in Posties Park, Dumbarton. We will work with the Council to ensure the successful commissioning and operation of the new Athletics Track at Postie’s Park, Dumbarton and the three new synthetic pitches across the area. 4.8 Sports Development Through the Sports Development team, continuing to widen opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park the Trust will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. 4.9 Active Schools Through Active Schools, providing more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. Following the introduction of a new delivery model, performance is growing and Key Performance Indicators have been developed to monitor this going forward and reported on a quarterly basis to the Trust’s Board of Directors and the Council’s Partnership Officer. 4.10 Major Outdoor Events The Trust will continue to deliver the Scottish Pipe Band Championships and a West Dunbartonshire Firework Display on behalf of the Council. In addition to delivering outdoor events for the Council, the Trust also manages and delivers the Run Loch Lomond 10k & 5k Road Races. 4.11 Key Performance Indicators To enable the Council to monitor Trust service delivery during the year a number of Key Performance Indicators are set and reported on. The agreed suite for 2025/26 is included in the Business Plan. 5. People Implications 5.1 There are no direct people implications for the Council arising from this report 6. Financial and Procurement Implications Page 295
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6.1 As outlined in this report and the Business Plan, the Trust’s proposed service delivery would be supported by a management fee from the Council to the Leisure Trust of £4,597,492 in 2025/26. 6.2 There are no procurement implications from this report 7. Risk Analysis 7.1 There is a risk that income may not materialise or that costs, such as from the employee pay award, are greater than estimated. The Council’s Partnership Officer meets with the Trust Management monthly to discuss and monitor progress, highlight issues and consider remedial actions. The Trust has reserves available, currently sitting at the reserve target, to mitigate against any unforeseen cost pressures. 8. Equalities Impact Assessment (EIA) 8.1 An EIA was undertaken on the 2025/26 Business Plan. This identified the Plan would have a positive impact and benefits to the local area. The Business Plan has a stated commitment to equality and inclusion. Participation is lower for some groups, women, disabled people and BAME People, so explicit note of the centrality of equalities can help inform planning and practice. WDLT will continue to prioritise this in the coming year and beyond. 9. Consultation 9.1 Consultation on this report has taken place with WDLT management, Finance, Legal and Assets. 10. Strategic Assessment 10.1 This report supports the following Strategic Plan objectives: • Our Communities ‘Resilient and Thriving’ Amanda Graham Chief Officer – Citizen, Culture & Facilities 22 April 2025 ________________________________________________________________ Person to Contact: Amanda Graham, Chief Officer - Citizen, Culture & Facilities Email: amanda.graham@west-dunbarton.gov.uk Appendices: Appendix 1: WDLT Business Plan 2025/26 Appendix 2: EIA for the WDLT Business Plan 2025/26 Page 296
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Background Papers: None Wards Affected: All Page 297
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BUSINESS PLAN 2025-2026 “Inspiring Active & Healthier Communities Appendix 1 Page 299
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Contents Page(s) Message from the General Manager 3 Introduction 4 Trust Activity 4 – 5 Staffing 5 Financial Budget 2025/26 6 Five Year Strategic Plan & Annual Delivery Plan 7 Key Performance Indicators 8 – 12 Accessibility Statement 13 Page 300
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Message from the General Manager 2024/25 continued to be a challenging year, however as we embark on the new financial year, I am excited to share our business plan. Our leisure trust has always been committed to providing exceptional services and experiences to our community, and this year will be no different. Strategic Objectives: • Health & Wellbeing Opportunities for All: We will focus on enhancing our programs and facilities to promote health and wellbeing for everyone in our community. • A Thriving Not For Profit Charity: By strengthening our organisational capacity and community partnerships, we aim to thrive as a not-for-profit charity dedicated to serving our community. • Financial Sustainability: Through careful budgeting, innovative programs, and sustainable practices, we plan to ensure our financial stability and growth. Key Initiatives: 1. Partnership Working: • Lead the newly formed Sport, Physical Activity and Health Strategic Group in West Dunbartonshire. • Work closely with Greater Glasgow Health Board to ensure as many inactive residents as possible benefit from the Live Active scheme. • Continue to deliver free Swim and Gym sessions to West Dunbartonshire school children over the main holiday periods (Spring, Summer, and October). 2. Development of New and Existing Facilities: • Manage and operate the new Athletics Track at Posties Park • The management and operation of new 3G Synthetic Pitches across the authority • Continue to develop Denny Theatre programming through maximising partnership opportunities. • Continue to increase the Learn to Swim programme across the local authority 3. Reinvestment of Surplus Funds: • Equipment Replacement Fund: The fund is set aside to replace equipment, including the replacement of Spin Bikes in 2025/26 at the Meadow Centre and Vale of Leven Swimming Pool. I am confident that with our collective efforts and the continuation of the ongoing support from the local authority, we will achieve these goals and continue to be a cornerstone of leisure and recreation in our community. John Anderson General Manager Page 301
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Introduction WDLT is a company limited by guarantee with charitable status and was incorporated in December 2011 and started trading in April 2012. WDLT is responsible for the strategic and operational management of the council’s Sport and Leisure Facilities; Community Facilities; Outdoor Pitches & Bowling Greens (transferred to WDLT 3 April 2017); Sports Development; Active Schools; and the delivery of the Council’s major Outdoor Events. This Business Plan outlines the activity planned in the coming year and the financial budget required to deliver these services in 2025/26. This includes the level of Management Fee from WDC. Trust Activity WDLT proposes to deliver the following on behalf of the Council in 2025/26: Sport & Leisure The strategic and operational management of the council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. Community Services The strategic and operational management of the council’s Community Facilities (currently 5); Theatre; outdoor Grass Pitches (14); Synthetic Pitches (3); outdoor Bowling Greens (2); and the new Athletics Track in Posties Park, Dumbarton. We will work with the Council to ensure the successful commissioning and operation of the new Athletics Track at Postie’s Park, Dumbarton and the three new synthetic pitches across the authority. Sports Development Our Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park we will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. Unfortunately, due to COVID and the previous review of services and the resultant hold on recruitment to cover vacancies as preparation for the new revised delivery model, Active Schools have not been able to deliver anywhere near its previous levels. However, over the last year performance has once again grown to either previous levels or above. Page 302
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To monitor this, Key Performance Indicators are included (see Key Performance Indicators section) and will be reported on a quarterly basis to the Board of Directors and the Council’s Partnership Officer. Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Scottish Pipe Band Championships; and a Firework Display. In addition to delivering outdoor events for the Council, we also manage and deliver the Run Loch Lomond 10k & 5k Road Races. Staffing To deliver the vast array of services/programmes (136.79 FTE) employees (excluding casual workers/coaches/instructors) are required to be utilised by WDLT. The tables below provide a breakdown of the FTE for each service area: Business Support (12.26 FTE) Leisure Services (80.99 FTE) Designation FTE Designation FTE General Manager 1 Senior Leisure Trust Officer 1 Business & Customer Services Coordinator 1 Leisure Facility Officer 1 Development Officer 0.86 Fitness Officer 2 Lead Live Active Advisor 1 Technical Officer 2 Systems & Administration Officer 1 Duty Officer 8.19 Live Active Advisor 2 Leisure Attendant 38.04 Training Officer 1 Fitness Attendant 8.4 Data & Digital Media Officer 1 Receptionist 11.85 Admin Support Assistants 3.4 General Operative 8.52 Sport & Physical Activity (23.91 FTE) Community Services (19.62 FTE) Designation FTE Designation FTE AS, Sport & Physical Activity Manager 1 Community Facilities Officer 1 Active Schools Coordinator 6 Duty Officer 2 Sport & Physical Activity Coordinator Aquatics 1 Facility Assistant 13.5 Sport & Physical Activity Coordinator 3 General Operative 3.12 Assistant Swimming Dev Officer 4 Lead Coach 2.51 Assistant Coach 6.4 Page 303
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Financial Budget 2025/26 To deliver the programme outlined above, with the resources as listed, WDLT forecasts the following financial requirements, however this position may require to be updated following the council’s completion of the review of Community Facilities: Management Fee The following key adjustments have been applied to the calculation of the 2025/2026 Management Fee: Key Adjustments ➢ Base Subsidy (Management Fee 2024/25) £3,932,592 ➢ Employee Costs Uplift £274,000 ➢ Employee Costs Increase in Employer NI Contributions £202,000 ➢ Utilities Costs Uplift (District Heating Network) £253,900 ➢ Loan Interest Charges for New 4G Pitches (£65,000) ➢ Management Fee 2024/25 £4,597,492 This would represent an increase in the management fee from the Council of £938,540 (approximately 26%) from 2024/25. Income 2024/25 Budget (£) 2025/26 Budget (£) Change in Budget (£) Management Fee 3,658,952 4,597,492 938,540 Customer Receipts 3,927,270 4,455,902 528,632 Grant Funding 261,927 239,906 -22,021 Income Total 7,848,149 9,293,300 1,445,151 Expenditure 2024/25 Budget (£) Proposed 2025/26 Budget (£) Change in Budget (£) Expenditure Totals 8,468,858 9,293,300 824,442 A number of budget savings have been implemented within the accounts where possible to achieve the current anticipated budget expenditure including the anticipated staff cost savings from the restructure of the Business Development and Support team; a redesign of shift patterns for General Operatives at Clydebank Leisure Centre; and the temporary removal of the Assistant Sports Development Officer post. Additional Income has also been built into the budget based on service charge increases; the growth of health & fitness memberships; and the further growth of the Learn to Swim programme. Page 304
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Five Year Strategic & Annual Delivery Plan This Strategic Plan sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028). It has been developed to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects and compliment National Strategies and West Dunbartonshire’s Strategic Plan. The following Infographic demonstrates how our Strategic Plan Objectives align with our Company Values and Missions Statement. We are an organisation that aspires to the highest standards in everything we do, and we adopt six core values, which will underpin how we deliver on our three strategic objectives and priorities to achieve our mission. The following table highlights our Strategic Priorities against our Objectives: Objectives: Health & Wellbeing Opportunities for All A Thriving Not For Profit Charity Financial Sustainability Priorities: Facilities Programmes Partnerships People Profile Technology Income Financial Resources Sound Governance Our full Strategic Plan can be accessed here WDLT have also developed a Delivery Plan for 2025/26 identifying the key actions we will undertake to assist achieve the Strategic Priorities within our Strategic Plan. Our Annual Delivery Plan for 2025/26 can be accessed here Page 305
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Key Performance Indicators Following a review of the previous Key Performance Indicators (KPIs) with the Council’s WDLT Partnership Officer, the following KPIs for 2025/26 have been agreed: Strategic Objective – Health & Wellbeing Opportunities for All Priority – Facilities Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target CC1 Wet Activities (per 10,000) 315,117 351,471 404,835 450,000 CC2 Dry Activities (per 10,000) 443,967 496,061 582,223 650,000 Overall Usage 1,124,745 1,273,815 1,383,906* 1,450,000 Individual Participants - All Memberships 12,236 13,234 14,538 15,000 Total No. H&F Members 5,774 6,696 7,877 8,500 Priority – Programmes Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target Physical Inactive Individuals Referred to the Live Active Scheme New Indicator New Indicator New Indicator 1,050** % of Live Active Referrals still Active after 3 Months New Indicator New Indicator New Indicator 60%** % of Live Active Referrals still Active after 6 Months New Indicator New Indicator New Indicator 49%** % of Live Active Referrals still Active after 12 Months New Indicator New Indicator New Indicator 37%** % of local population who have been/are active participants in WDLT activities 13.7% 14.84% 20.9% 22.5% Page 306
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Priority – Programmes Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target No. of Learn to Swim Visits 93,334 115,208 119,310 150,000 No. of Community Sport Programme Visits 30,654 27,661 28,000* 28,500 No. of Holiday Activity Visits 5,827 4,718 4,612 4,600 Priority – Partnerships Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target Targeted Active Schools Participants - SIMD 1 & 2 472 1,236 1,250* 1,300 Targeted Active Schools Participants – ASN 1,061 1,950 2,300* 2,500 Total Targeted Active Schools Participants 2,414 3,186 3,550* 3,800 % of Primary School Roll participating in Active Schools Sessions 19% 34% 40%* 42% % of Secondary School Roll participating in Active Schools Sessions 3% 15% 18%* 19% % of Total School Roll participating in Active Schools Sessions 11% 24.5% 29%* 30% No. Sports Clubs / Organisations linked to Schools 16 55 60* 65 Free access to Holiday Activities 10,598 14,552 20,713 21,000 Page 307
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Strategic Objective – A Thriving Not For Profit Charity Priority – People Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target Number of Workshops / Training Sessions / Courses delivered 523 584 600* 600 No. of delivers for Active Schools Sessions New Indicator 283 210* 220 Technology Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target MobilePro Users 31,109 36,951 44,151 47,500 % of on-line customer transactions New Indicator 18.5% 42.14% 45% Priority – Profile Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target MobilePro Club Hits 849,177 1,048,117 1,382,273 1,500,000 Social media posts that promotes opportunities; celebrates success and demonstrates impact the Trust delivers New Indicator 864 1,732 1,750 Page 308
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Strategic Objective – Financial Sustainability Priority – Income Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target Income £3,548,448 £4,103,964 £4,430,588 *** £4,695,808 Income Generated from Gym Use/Memberships £1,164,034 £1,526,982 £1,864,173 £2,000,000 Income generated from Swimming Activities £710,619 £813,478 £902,465 £100,000 Average Income Generated Per Hour (Community Centres) £11.70 £11.85 £22.13*** £14.62 Priority – Financial Resources Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target % Income (Mgt Fee) 55.8% 51.8% 45.9%*** 49.5% % Income (Receipts) 44.2% 48.2% 54.1%*** 50.5% % of DD Gym Memberships sustained over a 12 Month period or more 85% 86.3% 92.8% 92% Expenditure £8,122,237 £9,142,239 £8,796,814 *** £9,293,300 Cost of Community Centres per Resident (87,790 population - 22/23) £10.54 £11.05 £7.66*** £7.66 Cost per Visit (Mgt Fee) £3.98 £3.47 £2.57* £3.17 Page 309
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Priority – Sound Governance Performance Indicator 2022/23 Actual 2023/24 Actual 2024/25 Actual 2025/26 Target Completion of all agreed recommendations following all Internal Audits New Indicator 95% 95% 100% Achievement of Unqualified Accounts following the annual external audit Unqualified Accounts Unqualified Accounts Unqualified Accounts Unqualified Accounts * Projected Outturn – Final figures still to be determined ** Target set by the NHS *** Projected Outturn – Audited Accounts for 2024/25 will not be available until August 2025 and therefore, it is not possible to report on this indicator at this time. Page 310
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This document is also available in other languages, large print and audio format on request. Arabic Hindi 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 3PU communications@west-dunbarton.gov.uk Page 311
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West Dunbartonshire Leisure Trust Alexandria Community Centre Main Street Alexandria G83 0NU Tel: 01389 757806 Fax: 01389 751557 Email: leisureservicesadmin@west-dunbarton.gov.uk Website: www.wdleisure.net West Dunbartonshire Leisure is a recognised Scottish Charity: SC 042999; VAT Registered: GB 129 7502; and Company Registered: SC 413707 delivering services on behalf of West Dunbartonshire Council Page 312
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Assessment No 1267 Owner joanderson Resource Transformation Service Communications, Culture and Communities FirstName Surname Job Title Head Officer John Anderson General Manager, WD Leisure Trust Members Fiona McGuigan, Senior Leisure Trust Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title WDLT Business Plan 2025/26 The aim, objective, purpose and intended out come of policy To clearly set out the financial and staffing resources required to deliver the key actions and performance indicators throughout 2025/2026 Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Strategic Leadership Group. Potentially Convenors and Committee. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? WDC and WDLT staff, WDLT Service users and potential service users. By providing services on behalf of a public body (WDC) WDLT is a duty bearer in terms of Human Rights Act 1998, and is bound by the Public Sector Equality Duty, detailed in Section 149 of the Equality Act 2010, this means that WDLT must when providing services on behalf of the Council, must have due regard to: A) eliminating discrimination, harassment, victimisation and any other conduct that is prohibited by or under this Act; (b) advancing equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it; (c) fostering good relations between persons who share a relevant protected characteristic and persons who do not share it. Who will be/has been involved in the consultation process? WDC / WDLT Appendix 2 Page 313
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age WDLT is covered by the Public Service Equality Duty. The leisure centres host a range of suitable classes for all ages from pre school football and beginner swimming lessons to 60+ tia chi and aqua aerobics classes. The centres are also well located in each of the main towns within West Dunbartonshire and opened from early morning to late in the evening. Positive, as well as ensuring access for all ages for exercise for mental and physical wellbeing, the centres offer vital local access 7 days per week. The impact, specifically for older and young people, is of huge benefit. Disability WDLT services must be accessible to disabled people, the duty is anticipatory. WDLT also has a duty to make reasonable adjustments for service users and staff. WDLT have adopted a proactive approach in relation to accessibility of services for disabled people, and BSL users. Walkthrough videos have been produced for each of the 3 main leisure centres with audio and subtitles to assist customers. Staff training is in place to support the accessibility of disabled people. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision. Gender Reassign WDLT is covered by the PSED. Gender reassignment is a projected characteristic There is extensive and clear guidance from the EHRC on accessible services Some people who have re assigned or are re assigning their gender can face stigma accessing services. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision Marriage & Civil Partnership In terms of needs, this area cross cuts with sex and sexual orientation. Tends to cross cut with sex and sexual orientation, in terms of services provision and employment. No evidence available of likely differential impact around marriage and civil partnership. Pregnancy & Maternity Staying active has health benefits. Cross cuts with sex. Explicit recognition of the centrally of equality helps support accessible and inclusive service design and provision. Race Staying active has health benefits. During lockdown evidence suggests that BME groups have suffered worse health outcomes, including health outcomes. As noted we have made health and well being for all as a priority. Our inclusive support should support participation across under represented ethnic groups. Page 314
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Religion and Belief Staying active has health benefits. This can cross cut with sex especially in the area of demand for women only services, therefore access to for example swimming for women only may often meeting needs around sex and religion and belief. Providing services in an inclusive manner will always be of benefit. Sex WDLT is covered by the PSED. In Scotland more men participate in sport than women. More men are members of sports clubs than women, and women often participate in different sports from men. Lower participation by women in sport begins at around 13 to 15 years old Evidence suggest that during lockdown, women have taken on the main burden of home schooling, opportunities for women to participate in physical activity are therefore more important than ever. Providing services in an inclusive manner, will always be of benefit. Sexual Orientation Staying active has health benefits. Data on sports participation in Scotland indicates that lesbian, gay and bisexual participants are not significantly different from heterosexuals in activity levels. However, adultswho identified as having an ‘other’ sexual orientation was significantly less likely to meet activity recommendations than the national average. It is important to treat these findings with caution however, due to anticipated under reporting of LGB people who are not ‘out’ within surveys. Providing services in an inclusive manner will always be of benefit. Human Rights WDLT is a Human Rights Duty bearer. UNCRC considerations especially, participation and provision of and for Children and Young People Considering participation from a Human Rights perspective can help ensure an inclusive approach. The approach of the WDLT supports supports Children and Young peoples 'Provision' and 'participation' two domains of the UNCRC Positive; supporting everyone can participate supports the exercise of people’s human rights, including UNCRC rights. Health Health considerations cross cut with other protected groups and human rights. Mental and physical health are intertwined. Some groups have suffered increased disadvantage during the Covid 19 lockdowns. Explicit recognition of Equality and Human rights as core considerations that crosscut in service design and delivery can improve inclusion. Page 315
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Social & Economic Impact For people to participate in sport and physical activity, and all the services W.D.L.T. offer, resources need to be available in the area, and they need to be affordable and accessible. WDLT is a significant Employer in the WD area. WDLT is a significant provider of services. The greatest focus on socio-economic status in sport and physical activity relates to health. Health research links poorer health and wellbeing, including lower levels of physical activity, to lower economic status. There is explicit recognition of the need to have due regard to socioeconomic impacts of strategic decisions This supports the proper execution of this duty by the Council in its relationship with WDLT Cross Cutting WDLT is covered by the Public Service Equality Duty. It is important that all WDLT staff are aware of the PSED and Human Rights Act and what they mean in practice. WDC has an equality outcome on increasing representation of underrepresented groups in participation, ensuring that venues and services are accessible supports this. It also includes offering other forms of exercise such as outdoor classes and community based classes. Scottish Consumer Duty: We have screened for relevance to the Duty and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment. Where people and communities are members of several disadvantaged groups this can multiply barriers and disadvantage Members of the WDLT have participated in Equality Impact Assessment training and processes. Service restart and redesign provided an excellent opportunities to embed Equalities and Human rights approaches for the benefit of staff and service users. New online training resources have been created by WDC and these are shared with WDLT staff. Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. None identified Will the impact of the policy be monitored and reported on an ongoing bases? Yes Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1267: The business plan has a stated commitment to equality and inclusion; participation is lower for some groups, women, disabled people and BME people so explicit note of the centrality of equalities can help inform planning and practice. A range of positive impacts for equality groups are noted. The approach of the WDLT supports Children and Young people’s participation and provision of services for them. Page 316
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officers – Citizen, Culture and Facilities; People & Technology Corporate Services Committee: 21 May 2025 Subject: Equality Outcomes & Mainstreaming Report 2025-2029 1 Purpose 1 This report updates on progress on our 2021-2025 Equality Outcomes and Mainstreaming Report, and details Equality Outcomes and Mainstreaming areas for 2025-2029. 2 Recommendations 2.1 It is recommended that Committee: notes progress made since 2021. notes proposals contained in the draft 2025-2029 report 3 Background 3.1 Since 2013, the Scottish Government has required public bodies to develop and publish Equality Outcomes at least every four years to support delivery of the Public Sector Equality Duty under the Equality Act 2010. 3.2 As in previous years, we plan to publish the draft report by 30 April 2025 to ensure compliance and present it for formal approval at the Corporate Services Committee of 21 May 2025. 3.3 Delivery of the outcomes and supporting activity will be managed through the service plans in each service area, and the overall position and progress monitored through the Councillor-chaired Equality & Diversity Working Group (EDWG). This group’s remit is to develop, agree and progress the corporate Equalities Strategy. 3.4 Council services have been fully involved in the development of the report and have offered advice and evidence of progress in emerging action areas. After outcomes are agreed, a revised Equalities Scorecard with identified Actions and Performance Indicators will be created. Services are already considering indicative Actions and Indicators, which integrate with existing activities. 3.5 Consultation was undertaken with West Dunbartonshire Equality Forum (WDEF), a partnership group involving community organisations with a focus on equalities, in November 2024 and March 2025 to identify evidence of progress and priorities for future years. Other sources such as Citizens Panel and Budget Conversation data as well as a wide range of national evidence sources have also shaped the report. ITEM 13 Page 317
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3.6 Equality Outcomes can be altered during the four-year life of reports, but this has rarely been required. 3.7 Local Authorities, Education Authorities and Licensing Boards are all required to produce at least two Equality Outcomes each and Mainstreaming Reports. The reported is structured to reflect these requirements but also to demonstrate how in practice work and agendas overlap. 4 Main Issues 4.1 The Scottish Government is clear that Equality and Human Rights is of even great importance due to the Covid-19 pandemic, cost of living crisis and public sector funding reductions. Evidence shows that historically disadvantaged groups, including women, severely disabled people, and people from Black Minority Ethnic background, were likely to be disproportionately impacted by the pandemic. We also know that young adults, and families and children already in poverty were more likely to be negatively affected. 4.2 The report details progress made on the 2021-2025 Equality Outcomes and highlights that while the pandemic brought some areas into sharper focus, for example the need for increased digital inclusion, it also meant progress in other areas, such as education, was more difficult to measure. 4.3 During the first two years of the plan positive progress was made across all areas but the impact of the pandemic meant that progress across the second two years was mixed. There was notable progress in increasing the participation of underrepresented groups and on meeting the accommodation needs of Gypsy travellers. 4.4 Reducing occupational segregation remains a challenge, with positive partnership working underway which focuses on the role of education and community in changing commonly held views on gender traditional roles. 4.5 In terms of mainstreaming equality, increasing digital inclusion will remain a priority. This links to wider work underway in the organisation around empowerment of our citizens. 4.6 The revised set of Outcomes and Mainstreaming priorities for 2025-29 address the priorities noted above, covering employment diversity, occupation segregation, community empowerment, educational attainment and accessible and inclusive communication. 5 People Implications 5.1 There are no people implications resulting directly from this report. Work to implement the plan will be carried out by the services themselves as part of regular activity. Page 318
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6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications associated with this report. 7 Risk Analysis 7.1 Failure to have a coherent approach to equality supported by strong leadership would undermine the efforts to reduce inequalities in West Dunbartonshire. The report details stretching but realistic, Equality Outcomes and mainstreaming objectives designed to meet these challenges, add value to other work, for example tacking child poverty, and ensure legal compliance. 8 Equalities Impact Assessment (EIA) 8.1 EIA 1225: A detailed EIA has been completed and notes a range of potentially positive impacts for a range of protected groups. No negative impacts are indicated. The Equality Outcome set focuses on the protected groups of Sex, Ethnicity, Age and Disability. We anticipate positive impacts especially for women, including younger women people aged 16-34, disabled people and people from ethnic minorities groups that are currently underrepresented in our engagement with communities. Education Outcomes should have positive impacts for males, disabled young people, and for pupils from some ethnic groups. Licensing Outcomes focus on increasing participation for the groups noted above, and on removing barriers for groups to entering licensed trades and/or better engagement with the Licensing system. Our mainstreaming actions cover a review of our approach to accessible communication, and to employment equality and diversity and these are of benefit to the Council. Education Services and the Licensing Board. Outcomes and mainstreaming are designed to complement and add value to each other. UNCRC rights especially participation and provision are supported by the Outcomes and Mainstreaming goals. Fairer Scotland Duty and Scottish Consumer Duty effectively crosscut with work on participation and employment diversity in the plan. 9 Consultation 9.1 All service areas have been involved in development of the report and participate in the EDWG. Protected groups have been involved through the WDEF in identifying areas of focus. Page 319
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10 Strategic Assessment 10.1 Equality is a key underpinning principle in delivering the strategic vision and mission of the Council. 10.2 The proposals benefit all the people of West Dunbartonshire, by supporting equality and fairness for all, through advancing the public sector equality duty, including eliminating discrimination, advancing equality of opportunity and fostering good relations between groups. Amanda Graham Chief Officer, Citizen, Culture and Facilities Victoria Rogers Chief Officer, People and Technology 25 April 2025 Person(s) to Contact: Nicola Docherty nicola.docherty@west-dunbarton.gov.uk Ric Rea Ricardo.rea@west-dunbarton.gov.uk Appendices: Appendix 1: Draft Equality Outcomes & Mainstreaming Report 2025-2029 Appendix 2: 2021-25 Scorecard Report Appendix 3: Equality Impact Assessment 1225 Background Papers: Equality Outcomes & Mainstreaming Report 2021-2025 Equality Outcomes & Mainstreaming Report; interim progress report 2021-2023 Wards Affected: All wards Page 320
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DRAFT 1 West Dunbartonshire Council Equalities Mainstreaming and Outcomes Plan 2025-29 Draft Page 321 Appendix 1
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DRAFT 2 Page Contents Foreword..................................................................................................4 West Dunbartonshire Council Equality Statement 2025-29.....................5 Equality Challenges - Scotland and West Dunbartonshire.......................6 National Policy Context............................................................................8 Our Council’s Commitment to Mainstreaming Equality............................8 Council Mainstreaming Goals 2025-29.................................................9 Licensing Mainstreaming Goals 2025-29..............................................9 Equality Outcomes 2025-29.....................................................................9 Council Equality Outcomes 2025-29...................................................10 Education Equality Outcomes 2025-29...............................................10 Licensing Equality Outcomes 2025-29................................................10 Council Equal Pay Statement ................................................................10 Appendix 1 - Council mainstreaming progress 2021-25........................12 Mainstreaming Equality in Council Services........................................12 Mainstreaming Equality in Education..................................................14 Supporting Young People during the Covid pandemic........................16 Mainstreaming Equality in Licensing...................................................16 Appendix 2 - Equality Outcomes progress 2021-25...............................18 Council Equality Outcomes progress 2021-25....................................18 Education Outcomes Progress 2021-25.............................................21 Licensing Outcomes progress 2021-25...............................................21 Page 322
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DRAFT 3 Foreword As Chair of the West Dunbartonshire Equality and Diversity Working Group, I am pleased to present the Equality Outcomes Plan for 2025-2029. Before the launch of our last plan in 2021, the COVID-19 pandemic brought into sharper focus pre-existing and persistent inequalities especially for younger people, Black minority ethnic people, severely disabled people, and women. Since then, the cost of living and housing crisis, alongside reduction in resources available to the Council and rest of the public sector, have exacerbated these inequalities. This means advancing and protecting equality and human rights is more important than ever. Reflecting on this, our new plan has an emphasis on using the resources and information we have as efficiently and effectively as possible to help us deliver services and be inclusive employer. We have identified the Equality Outcomes and Mainstreaming Areas using input and feedback from consultation and information gathering undertaken over the last two years. This has come from a wide range of sources and groups, as well as a review of our own progress. The focus we have adopted for 2025-2029 on increased participation for less heard groups, better use of the information and feedback from our communities, on accessible and transparent information, and increased digital inclusion will help tackle important inequalities. We will continue to work with Community Planning partners, making sure that we contribute a strong equalities and human rights perspective to add value to joint working on key issues such as reducing child poverty, and tackling other issues driven by inequality. Councillor Fiona Hennebry Chair of the West Dunbartonshire Equality and Diversity Working Group Page 323
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DRAFT 4 West Dunbartonshire Council Equality Statement 2025-29 We are committed to fulfilling the three key elements of the general equality duty as defined in the Equality Act 2010: Eliminating unlawful discrimination, harassment and victimisation and other prohibited conduct. Advancing equality of opportunity between people who share a protected characteristic and those who do not; this means removing barriers, meeting different needs, and encouraging participation. Fostering good relations between people who share a protected characteristic and those who do not; this includes tackling prejudice and building understanding. Protected characteristics: age disability gender reassignment, pregnancy and maternity race, this includes ethnicity, colour and national origin religion or belief sex sexual orientation marriage/civil partnership (for which only the first duty is applied) Everyone has 'protected characteristics', but it is the treatment individuals and groups receive, the level of autonomy they have, and the positive or negative outcomes for them, that are the focus. Therefore, the Council will: Remove or minimise disadvantages experienced by people due to their protected characteristics Meet the needs of people from protected groups where these are different from the needs of other people Encourage people with protected characteristics to participate in public life or in other activities where their participation is disproportionately low Develop better policies and practices, based on evidence Be transparent, accessible and accountable Deliver improved outcomes for all As well as being legal requirements, these steps contribute to fairer, more efficient and more effective services. Page 324
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DRAFT 5 Equality Challenges - Scotland and West Dunbartonshire Poverty in Scotland Rates of both adult and child poverty have increased over the past decade. Ethnic minorities and LGBTQ+ adults experience higher rates of poverty. Those living in the most deprived areas have lower life expectancy and face significant health challenges. Disabled adults are significantly less likely to be in work compared to adults without disabilities and are more likely to earn a lower hourly wage, with the pay gap between disabled and non-disabled people in Scotland widening. Increased levels of employment are not translating into improvements in living standards, with the proportion of disabled adults in poverty also increasing. Similarly, ethnic minority workers also experience consistently lower hourly earnings and higher levels of insecure work and lower rates of employment. Latest data from Nomis shows that West Dunbartonshire has an economic inactivity rate of 24.4%, which is higher than both the rate for Scotland (23.4%) and Great Britain’s (21.6%). At 23.9% West Dunbartonshire has a higher proportion of workless households, which is higher than both the rate for Scotland (17.4%) and Great Britain (13.9%). The figure for people who are economically active in West Dunbartonshire (75.6%) is lower than both Scotland (76.6%) and Great Britain (78.4%), while Gross Weekly Pay overall in West Dunbartonshire (£723.6) is also lower than both Scotland (£740) and Great Britain (£729.8). Of those in employment, there is a higher proportion in West Dunbartonshire reliant on part-time work (36.4%). This is higher than the figure for Scotland (32.7%) and Great Britain (31.2%). In 2023, 25.6% of children in West Dunbartonshire lived in low-income families compared to 20.2% in Scotland overall. Women in Scotland Women in Scotland face multiple discrimination, including disabled women, women from Black and Ethnic Minority (BME) communities, refugees and asylum seekers, lesbian, (LGBT+) bi and transwomen and transmen, and older women. In the labour market, women were unequal in pay, participation and progression due to drivers including occupational segregation, job evaluation, discrimination, and time available to work. In West Dunbartonshire, we know that women face the same challenges. Domestic abuse is a particular issue in our area and in 2023/24, rates of incidents per 10,000 Page 325
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DRAFT 6 population in West Dunbartonshire was 153, above the national average of 116, and the second highest in the Scotland. In addition, the latest data for 2024 highlights a 16.7% median pay gap between men and women in the area, well above the Scottish figure of 9.4%. Health in Scotland Health outcomes have stagnated or declined for people with certain protected characteristics. Disabled people, ethnic minorities, lesbian, gay and bisexual people, and trans and non-binary people all continue to experience barriers in accessing healthcare. Lengthy waits to access treatment have detrimental effects on mental health. People in more deprived areas experience disproportionately high levels of poor health, early death, and greater barriers to health services. One in three adults in West Dunbartonshire report having a long-term limiting condition or illness, rising to nearly three in four (73%) of those aged 75 or over. One in six adults in West Dunbartonshire report feeling isolated from family and friends – lower than the finding for the NHS Greater Glasgow and Clyde (NHSGGC) area as a whole. Drugs to treat anxiety/depression/psychosis are also prescribed at a higher rate in West Dunbartonshire, with 24.2% compared to Scotland at 20.9%. The percentage of adults claiming incapacity benefit /severe disability allowance in West Dunbartonshire is 8.4% compared to Scotland at 6.1%. Across West Dunbartonshire, 66% of adults assess their health as good or very good compared to 72% in Scotland. Women in West Dunbartonshire live on average, four years longer than men. The estimates of both male and female life expectancy in West Dunbartonshire are lower than the Scotland average. Children and Young people in Scotland Although overall educational attainment has improved, there remains a significant attainment gap between the most and least deprived pupils. Looked-after children are particularly disadvantaged, being more likely to be excluded and less likely to pursue further education or employment. The Scottish Government pupil census data shows that the percentage of school pupils who had an Additional Support Need (ASN) due to a condition included in the learning difficulty or developmental disorder categories in the census increased between 2010 and 2021. Page 326
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DRAFT 7 The percentage of pupils who had an ASN due to dyslexia increased from 1.3% in 2010 to 3.6% in 2021. The percentage who had an ASN due to an autistic spectrum disorder increased from 1.0% in 2010 to 3.4% in 2021. The percentage who had an ASN due to a learning disability was unchanged at 1.7%. West Dunbartonshire is ranked lowest in Scotland for the percentage of children who have reached expected development milestones by their 27–30 month review, at 72.3% compared to 82.1% for Scotland. Child Poverty Data indicates an estimated 28% of children aged 0-15 years in West Dunbartonshire are living in households with below 60% median income after housing costs, compared to 24% in Scotland. National Policy Context Tackling inequality is central to Scottish Government policies. The Equality and Human Rights Mainstreaming Strategy This Strategy is fundamental to achieving positive change and a fairer, more equal, society in Scotland. It is key to tackling persistent inequality in society and sustaining equality of opportunity for all of those who live in Scotland. The Strategy provides a framework so that the Scottish Government and the wider public sector can apply a consistent focus on equality and human rights in policy and service delivery. United Nations Convention on the Rights of the Child (UNCRC) In July 2024, the United Nations Convention on the rights of the Child (UNCRC) became legally binding on Scotland’s public authorities, meaning they can be held accountable by the Government and Courts if these rights are not fulfilled. The Council has integrated consideration of UNCRC rights, along with equality, human rights, Fairer Scotland Duty and health in our approach towards equality impact assessments (EIAs). An EIA is completed ahead of policy formation, changes to service provision, and for financial decisions where these are relevant. Our Council’s Commitment to Mainstreaming Equality Mainstreaming is about consideration of equality as part of everything we do. By bringing an equality perspective we can add value to our existing work, such as tackling child poverty, to make interventions and longer-term changes more effective and sustainable. Only by considering the intersection of external factors and the ways in which they affect different people can help make sure we identify the best interventions. Page 327
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DRAFT 8 We recognise that without intervention, women, BME, disabled people and young people are more likely to continue to be more disadvantaged over the short, medium and long term. We have made advances in mainstreaming equalities during 2021-2025, as detailed in appendix 1, and continued focus will ensure further progress in the next four years. Council Mainstreaming Goals 2025-29 Mainstreaming Goal 1: Increased use of a range of accessible information formats and approaches such as Easy Read as an integrated part of communications Mainstreaming Goal 2: Increased use of intersectional data to better inform decision making Mainstreaming Goal 3: Refresh approach to equality and diversity in employment Licensing Mainstreaming Goals 2025-29 Mainstreaming Goal 1: Increased use of a range accessible information formats and approaches such as Easy Read as an integrated part of communications Mainstreaming Goal 2: Increased use of intersectional data to better inform policy and service planning, provision, monitoring and assessment Equality Outcomes 2025-29 We are committed to pursuing objectives that make real improvements for people by reducing inequalities and increasing inclusion, whilst fostering good relations and building bridging connections within and between communities. Our equality outcomes are designed to focus on the areas that we consider most important, and that we have a power to realistically influence in the next four years as an employer, a service provider, and a partner with communities and other statutory organisations. While developing the outcomes we consulted with the West Dunbartonshire Equality Forum on the areas they considered important. In addition, we reviewed national evidence and local information to inform our choices which included information from recent community consultations that are relevant to equalities such as those for the creation of our BSL Action Plan, and information gathered for Equality Impact Assessment processes during the last two years. All of this was considered by our Equality and Diversity Working Group which is comprised of Elected Member and Council Officers from across services. The three sets of outcomes have been designed to work together. Page 328
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DRAFT 9 We note the following outcomes do not cover all protected groups and that is because we have assessed the most pressing inequalities in West Dunbartonshire, and the groups subject to these, and the outcomes we think we can influence the most and focused on them. Through our mainstreaming goals detailed in the rest of the report, we will continue to take forward the public sector equality duty, across all of the protected characteristics, using Equality Impact Assessments informing policy design, implementation and monitoring. Council Equality Outcomes 2025-29 Equality outcome 1 - Increased participation of younger people in participative processes in West Dunbartonshire Equality outcome 2 - Increased participation of under-represented ethnic groups in participative processes in West Dunbartonshire Equality outcome 3 - Increased digital inclusion of groups less likely to be digitally literate, including people over 65, disability people, older Deaf people, Gyspy/travellers. Education Equality Outcomes 2025-29 Equality Outcome 1 - Our schools, are safe, accessible and inclusive Equalities Outcome 2 - Young women, disabled and Black and minority ethnic young people are supported and leave school with positive destinations. Equalities Outcome 3 - Raise attainment in male pupils in literacy and numeracy Licensing Equality Outcomes 2025-29 Equality Outcome 1 - Increased representation and engagement of under- represented groups on the Licensing Forum Equality Outcome 2 – Our licensing policies and procedures remove barriers to access Page 329
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DRAFT 10 Council Equal Pay Statement West Dunbartonshire Council supports the principle of equal opportunities in employment to ensure that employees are not discriminated against irrespective of their age, disability, sexual orientation, gender, gender re-assignment, maternity, race, marriage/civil partnership, pregnancy, religion or belief. West Dunbartonshire Council is committed to ensuring that men and women should receive equal pay for the same or broadly similar work, for work rated as equivalent and for work of equal value. The Council's equal pay objectives are to: Eliminate any unfair, unjust or unlawful practices that impact on pay and take appropriate action to address these accordingly; Regularly monitor and review the application of policies and procedures; and Conduct an equal pay review to monitor existing pay practices in line with the Equality and Human Rights Commission's Equal Pay Statutory Code of Practice. In order to achieve equal pay for employees, the Council will operate a pay system which is transparent, based on clear criteria and free from unlawful bias through the application of the nationally agreed job evaluation scheme and relevant legislation, for all Chief Officers, Local Government Employees. For Teachers and Craft Operatives the Council will comply with nationally agreed pay and conditions of service. West Dunbartonshire Council is committed to ensuring equal pay structures for all of its employees and will continue to: Conduct regular audits to monitor the impact of its pay structure; Provide training and guidance for those involved in determining pay; Inform employees of how their pay is determined; Respond to grievances on equal pay in accordance with the council's Grievance Policy; Work in partnership with its recognised trade unions to ensure that the Council provides equal pay; and Review progress every 4 years Page 330
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DRAFT 11 Appendix 1 - Council mainstreaming progress 2021-25 Mainstreaming Equality in Council Services Leadership Our Elected Members have responsibility for championing and promoting equality and diversity within the Council and externally. They engage and listen to the views of our local communities in a number of ways, allowing them to take a more collective approach to addressing inequalities in West Dunbartonshire. The Chief Executive leads the Strategic Leadership Group which has collective responsibility for ensuring accountability of the whole organisation in delivering our equality duties. Co-ordination and scrutiny - Equality and Diversity working Group The Council’s Equality and Diversity Working Group (EDWG), chaired by an Elected Member, is a key vehicle for ensuring strategic implementation and coordination of plans to improve equality locally. The Equality and Diversity Working Group meets quarterly and is made up of Elected Members and Council Officers from across services. As a working group it provides space for discussion on priorities and actions, and critical appraisal of the equalities work. Its remit includes evaluating progress on our equality Outcomes and Mainstreaming Actions. Community participation and Involvement To strengthen the profile of equalities in the community, the Council supports the West Dunbartonshire Equality Forum. This is a forum for statutory organisations such as Police Scotland and West Dunbartonshire Health and Social Care Partnership and community organisations with a focus on equality, such as ISARO Community Initiative, Y- Sort-It, West Dunbartonshire Ethnic Minority Association, West Dunbartonshire Access for All, Women’s Aid, West Dunbartonshire Council for Voluntary Service. Assessing Impact To drive fairness and to help policy to be as co-ordinated as possible, West Dunbartonshire Council’s approach goes beyond the legal requirements of the Specific Equality Duties in Scotland, and integrates Human Rights, Children’s Rights, Health and Socio-Economic (‘Fairer Scotland Duty’) considerations. From April 2025 we have also integrated consideration of the Scottish Consumer Duty into our assessments. We have been building a more intersectional approach into our assessments; continuous improvement in how we assess and mitigate against adverse impacts will continue beyond 2025. We provide specific training, guidance and support for those involved in impact assessment. You can view our published Equality Impact Assessment records on our website. Page 331
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DRAFT 12 Raising and Maintaining Awareness It is important for mainstreaming equalities that the Council takes every opportunity to build and maintain awareness of our duties as an employer and provider. This helps deliver on our ambition to support the aspirations of our communities. Members of the Council’s Performance and Strategy Team provide briefings to elected members, senior managers and colleagues including members of the Equality and Diversity Working group on Equality and Human Rights matters. Training, learning and development All employees joining the Council undertake induction which includes equalities awareness, and the Public Sector Equality Duty. This is complemented by specific equalities training online courses, and themed and tailored face-to-face sessions. Year Number of people trained 2021/22 742 2022/23 404 2023/24 631 2024/25 517 Feedback from training and learning events has been positive with all employees who started the courses completing them. Learning has been blended with a series of follow up webinars. Sports and fitness West Dunbartonshire Leisure Trust (WDLT) is a partner with East Dunbartonshire Leisure, Inverclyde Council in providing the Disability Sports Finder designed to help people of all age find actives in their local area. WDLT has produced British Sign Language (BSL) titled orientation videos for all three of their major facilities. During 2021-2025, WDLT has increased the number of online learning course including on Disability Equality, Neurodiversity and Deaf Awareness. Tackling gender-based violence West Dunbartonshire has historically one of the highest rates of domestic abuse reports to the Police in Scotland. We introduced ‘No Home for Domestic Abuse’ a zero tolerance policy on domestic abuse within our properties; these measures ensure those experiencing abuse have immediate access to practical help and specialist legal assistance and support. West Dunbartonshire has put in place Multi Agency Risk Assessment Conferences (MARAC) to support people at high risk. West Dunbartonshire Council continues to participate in Equally Safe at Work shadow group, for their pilot participation programme supporting the implementation of Equally Safe, the Scottish Government and COSLA joint strategy to prevent and eradicate violence against women and girls. The Council developed specific guidance for managers and employees for anyone experiencing abuse during the COVID-19 pandemic. Tackling gender-based violence will remain a focus for 2025-2029. Page 332
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DRAFT 13 Case Study: Diversity Monitoring Since 2021, we have greatly increased diversity monitoring of consultation and engagement exercises so that nearly all surveys have the standard Council question set, with an optional set on preferred communications, as laid out in our refreshed Corporate Guidance. Using this data, we have been better able to gauge need and demand for some communication methods e.g. Easy Read. We have been better able to tell who is and who is not engaging with these processes. Gaps identified included people aged 16-34; we started work in 2024 to address this gap which will also be represented in our 2025-29 outcomes and mainstreaming actions. We were also able to detect under representation of some ethnic groups locally, which will also be a focus for the next four years. British Sign Language Action Plan 2024-30 We met with local Deaf people in March 2024 to discuss the desirable content for the Council BSL Plan. One area discussed was BSL video content on our website. Whilst feedback from those who had accessed the videos was good, many older users had not accessed these and said that they would not know how. As a result of this our 2024-30 BSL Plan has a focus on increasing Digital inclusion. We are also trialling new ways of communicating with Deaf residents and have added an option to be contacted by text rather than email about consultation meetings. We will also be taking forward suggestions about communications with services - the Council’s new repairs policy has already taken feedback on board, and a BSL video has been posted that reflects this. Case Study: Videos about our services in BSL During 2021-2025 we expanded the width and depth of information available in BSL video. These now covers a wide range of topics including applying for a Council house, asking for repair, what our Library Service offers, Participatory Budgeting, Education services, our housing repairs policy, and tenant participation. We have linked to BSL information on external websites. We directly contacted BSL users and publicised the work through the West Dunbartonshire Equality Forum, and through The British Deaf Association Scotland. We will further expand the range of information available about services in BSL video, from 2025-2029, and actively promote this content to BSL users as well as giving BSL users an opportunity to suggest further content. Page 333
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DRAFT 14 Mainstreaming Equality in Education Developing Inclusiveness of our schools The Children’s Rights Officer has continued to develop Council-wide approaches to ensuring the Rights of the Child are understood and upheld. The Rights Respecting Schools Programme continues to be implemented across our service, and it is anticipated all of our schools will have achieved the Bronze level of award by March 2025, with many achieved or progressing towards Silver. We have a fully established network of Children’s Rights Ambassadors in all establishments and curriculum resources have been prepared for use which can be tailored for appropriateness. The Rights Advisory Board is now operational. The board has met with a member from the Council’s Planning department and will meet with the Food and Nutrition Coordinator. This is an evolving group and will be a source of views from children and young people for services. The Board is also undertaking a raising awareness campaign for children’s rights and the United Nations Convention on Rights of the Child (UNCRC), starting with creating an information short film. The Children’s Rights Officer supports professional learning and trained this year’s Newly Qualified Teachers. 92% of participants rated training as successful in improving knowledge and feeling more confident in engaging with rights-based practices. In collaboration with the Citizens Advice Bureau and Glasgow Caledonian University a programme of learning for secondary school pupils around the theme of Poverty Anti-stigma was developed and implemented. There are 20 young people participating and their views and classwork have directly influenced the shape of the contents of the lesson pack. Develop skills of staff in supporting and developing inclusive practices Our ASN Strategy continues to develop staff knowledge, skills and delivery of inclusive practices, supporting all learners. Notable progress has been made in the following: In Years 1- 3 of the Child Inclusive Research into Curriculum Learning Education (CIRCLE) implementation, all schools have committed a representative to work as a CIRCLE Champion to facilitate the development of the framework in all of our mainstream schools. The 37 CIRCLE Champions engage in collaborative planning within local learning community groups to enhance the integration of inclusive practices through planning, joint working and the sharing of good practice. Recent emphasis on parental engagement further strengthens the progression of the framework by ensuring that parents are informed, empowered, and actively involved in processes, reinforcing the school-home partnership critical for pupil success. The Page 334
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DRAFT 15 sustained commitment of all stakeholders is key to realising the long-term aims and impact of CIRCLE on creating fully inclusive educational environments. The implementation of Social Communication, Emotional Regulation, Transactional Supports (SCERTS) in five out of seven specialist settings has ensured consistent approaches to using the SCERTS framework with parents/carers at review points for their children. Within each of the 5 specialist settings ‘SCERTS Brew & Blether’ sessions have been effective in supporting parental engagement and understanding of SCERTS. Feedback from all sessions has been very positive with attendees agreeing that sessions have positively impacted on their understanding of the framework in supporting their child. Parental feedback highlighted SCERTS for enhancing their children's well-being, academic progress, social skills, and confidence whilst supporting effective home/schools’ collaboration. Work is underway to support our care experienced children and young people through tracking of attendance and attainment with targeted interventions to address gaps. Through the Central Support Service (CSS) bid process, an acting principal teacher and class teacher provide enhanced support to 23 care experienced young people across nine primary and two secondary schools. Care Connections, a partnership approach to support with Y-Sort-it, are providing additional support to 12 pupils across nine schools and CSS, Care Connections and the Senior Phase team work in partnership to coordinate provision and improve outcomes with a focus on improving engagement, attainment and destinations. The Keeping the Promise Award is rolling out to Early Learning and Childcare Centres (ELCCs) and school establishments via a Train the Trainer model with the aim of all teaching staff completing it over the next two years. Most ELCC leads, primary and secondary leads have engaged in the Train the Trainer sessions, four primary and four ELCCs trainers have received I Promise certificates and one secondary school has gained the We Promise Award at establishment level. Teaching staff will be supported in developing their knowledge of the priorities of The Promise in education and their duty as corporate parents. It promotes the use of non -stigmatising language around care and an understanding of how educators can work together to improve outcomes for care experienced young people. Supporting Young People during the Covid pandemic During the pandemic Council services, Community Planning Partners and third sector organisations worked to together to meet the needs of the people of West Dunbartonshire including children and young people. The Crisis Support Team developed a holistic checklist to explore the emerging needs with people from families affected by COVID-19. This approach allowed the Council to provide direct and speedy access to welfare rights (benefit maximisation); debt management, employment support (furloughed/redundancy support); and emergency food supplies while exploring other emerging issues. Page 335
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DRAFT 16 In January 2020, the Thrive programme was started by the Council’s Working 4U Team to help young people taking their first steps into employment. The programme is open to any person aged between 16 - 24 providing one to one support to with the basic tools required to begin seeking employment. Over 240 people have engaged up to March 2025. The addressing digital exclusion initiative supported disadvantaged households who did not have broadband, or experienced high costs for digital connectivity during the pandemic and lockdown periods. This complemented the ‘Connecting Scotland’ programme where equipment was distributed to families, assisting them to overcome challenges in accessing vital services In January 2021, Educational services produced a Remote Leaning Policy to support everyone involved in children young people’s education, including young people, parents and carers, teachers and support staff. Our Child poverty reports from 2020/21 and 2021/22 detail steps taken to mitigate the effects of COVID 19, including helping make sure children had access to free school meals, and addressing wider food insecurity. Following COVID 19, Mentors in Violence Prevention (MVP) school Mentor Support Teams have been re-established in all five mainstream high schools and staff have participated in MVP training led by Education Scotland. Mainstreaming Equality in Licensing Although the Licensing Board has a separate legal status from West Dunbartonshire Council it is resourced entirely by the Council. The Licensing Board staff are employees of the Council and benefit directly from the Council’s attempts to build awareness of the Council’s actions, already taken or proposed by the Council with regard to equalities. The close connection between Board and Council allows the Board to benefit directly from actions already taken or proposed by the Council’s Equality Mainstreaming Report. This means equality is into account by the Board, and its supporting officers, during the course of its business to ensure fairness for all. Examples of work during 2021-25 include the consultation work on the potential licensing of Sexual Entertainment Venues, and ensuring joint working on related agendas, for example the West Dunbartonshire Substance Use Prevention Strategy. Routine licensing inspections are now taking place across all licence regimes. Officers are considering customers' protected characteristics when carrying out inspections and feeding back to licence holders as appropriate in relation to action points. Page 336
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DRAFT 17 We involved young people in the Licensing Forum meetings so as to capture their views around how the sale of alcohol impact on them. We also arranged for Health colleagues to share the Planet Youth survey data which dealt with the sale of alcohol with the Forum Four new policies during that time were subject to robust EIAs - short-term lets, gambling, sexual entertainment venues and alcohol. In particular, the working group of the Licensing Forum looked closely at matters that may impact on children and young people. Page 337
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DRAFT 18 Appendix 2 - Equality Outcomes progress 2021-25 Council Equality Outcomes progress 2021-25 In 2021 West Dunbartonshire Council set itself an ambitious set of outcomes which matched its commitment in this area. Outcomes 1 on participation and 2 Gypsy/travellers accommodation have been progressed well. This is also the case for Outcome 5 on reducing the disability pay gap. Outcome 3 on increasing employment diversity has shown some progress on increasing eth proportion of BME people in the workforce. Progress on Outcome 4 has remained challenging. 1.Council Equality Outcome 1 - Increase participation of BME people, disabled people and young people in Community Empowerment and Capacity Building, and Community Budgeting in West Dunbartonshire We facilitated engagement between the Gypsy/Travellers community, including members of the community now living in mainstream housing, and our Planning colleagues during preparation of the Local Development Plan. We are extending this consultation to include the next plan for the Loch Lomond and Trossachs National Park Authority, with officers from the Authority invited to meet with the group. This kind of engagement will be particularly useful in assessing need for additional sites and the nature and location of required stopping points. We met with three groups of young people during our Budget Conversation session in 2024. Feedback was reported to Council and was also used to inform Equality Impact Assessment work. Engagement with young people could still be improved and this will remain a priority for 25-29. Engagement with BME people and disabled people has been strong, through the West Dunbartonshire Equality Forum, and in terms of responses to our Citizen’s Panel and Budget surveys. Diversity monitoring has revealed an under representation of some ethnic groups, and increasing their participation will be a focus for 25-29. 2.Council Equality Outcome 2 - Better meet accommodation needs of Gypsy/Travellers travelling through and staying in West Dunbartonshire We engaged with residents of the Gypsy/Travellers site at Dennystoun Forge, and satisfaction with the Council as a landlord increased from 91.7% to 94.1% between 2020/21 and 2023/24. We have invested in the site and have full compliance with the Scottish Government minimum site standards with regular site inspections and follow up works to ensure we continue to meet these standards. Page 338
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DRAFT 19 A co-ordinator with responsibility for the site works closely with the residents and the Council’s Tenant Participation team, to ensure on site standards and improved communication and relationships. We have built a relationship with Minority Ethnic Carers of Older People Project (MECOPP) supporting engagement with tenants to build awareness of opportunities and make them easier to access. We hold monthly meetings and provide the minutes in a newsletter style developed in conjunction with the residents. A wholesale renewal of the Dennystoun Forge Gypsy/Traveller site has been identified as a priority in the West Dunbartonshire Strategic Housing Investment Plan 2025/26 – 2029/30. We are working closely with the community to develop detailed plans for the site. 3.Council Equality Outcome 3 - The Council aims to attract more diverse talent by reviewing our policies and practices to ensure that there are no barriers to entering employment for these groups We support disabled applicants into employment through guaranteed interviews for people with a disability who meet the essential criteria of a post and also offer reasonable adjustments. Prospective employees can talk to us about flexible working at the recruitment stage which supports with the removal of some barriers for applicants who are disabled. We have a Flexible Recruitment Scheme and have signed up to and advocate the Family Friendly Working Scotland campaign “Happy to Talk Flexible Working.” Flexible working is offered from day one, where this can be accommodated. The Council is a ‘Disability Confident Employer’ highlighted in job adverts. The scheme aims to help employ and retain disabled people and those with health conditions. It was developed by employers and disabled people’s representatives to make it rigorous but easily accessible. My Job Scotland have also confirmed that following an internal audit, the Council have achieved the Web Content Accessibility Guidelines 2.1 which demonstrates reasonable accessibility for disabled candidates to be able to apply. The proportion of BME staff increased from 0.34% to 0.7% from 20/21 to 24/25. The Council recognises that our current workforce profile still shows an under representation of BME employees in comparison to the West Dunbartonshire demographic which is currently 1.5%. The recruitment of BME people remains a challenge nationally and work carried out through the Local Government Benchmarking Framework did not identify any good practice in the recruitment process that the Council have not already adopted. A working group will review the Council’s recruitment practices as part of the 5-year People First Strategy on Employee Lifecycle. Year 1 focused on recruitment and as part of actions to attract and recruit more candidates from Black Asian and Minority Ethnic groups. Looking at workforce profile and collection of and use of equality data will also be a focus. Page 339
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DRAFT 20 4.Council Equality Outcome 4 - The Council will aim within the next four years to reduce occupational segregation within predominantly male/female roles The Council recognises from its current Equalities annual report, and from horizontal and vertical segregation analysis, that there are roles that are predominantly occupied by either males or females. During the 2022/23 Recruitment Audit no barriers related to the Council’s recruitment and selection process were identified impacting on females accessing full-time employment or undertaking traditionally male-gendered roles. Through the analysis, it was identified that occupational segregation remains a challenge for both male and female dominated roles. Action to address horizontal occupational segregation formed part of the 2022/2023 Equal Pay Audit and Statement which included as part of the recommendations a review of Terms & Conditions which contribute to pay differences between male and female employees. 132 of the 213 highest wage earners in the Council, which equates to 62% are female. Actively promoting the availability of different types of flexible working options in Senior Management posts could help to increase this and align with the workforce profile which is 72% female. The work undertaken to attain the Equally Safe at Work accreditation will further support this. Ensuring that job profiles are free of gendered language and unnecessary selection criteria will support the Council in attracting the best candidates. 5.Council Equality Outcome 5 - Reduce the Disability pay gap The table shows data from an analysis exercise carried out on disability pay gaps for our workforce. A gap as close to zero as possible is most desirable. A negative figure denotes a gap in favour of disabled employees. 2022/2023 2023/24 2024/25 3.68% 1.07% -0.2% Disabled people are represented across most grades suggesting that there are no significant barriers to disabled individuals accessing professional level roles. The increase in disclosure rates of equalities monitoring information will have influenced this figure as it is subject to significant change if there are small changes to numbers in this group. Although there has been an increase in disclosure, the Equalities Monitoring report over the last three years shows that disability status is unrecorded for just under 40% of the group and, as with all employee groups, unknowns could denote that employees have disabilities that they have chosen not to disclose which may impact the Disability pay gap figures. As part of the Employee Wellbeing Group, guidance has been developed to support managers support disabled people to enter and remain in employment for example, the use of disability passports is promoted. The Council will continue to develop its practice, and we remain a disability confident employer. Page 340
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DRAFT 21 Education Outcomes Progress 2021-25 In the area of Education, we set ourselves stretching outcomes. 1.Education Equality Outcome 1 - Young women, disabled and Black and minority ethnic young people are supported and leave school with positive destinations All Head teachers undertook professional learning related to these outcomes and the tracking, monitoring and targeted interventions required to improve transitions. Specialist and mainstream transition guidance and good practice was developed and shared. There has been a significant rise in female students undertaking Foundation Apprenticeships in 'Engineering' from 14.2% to 18.2% between 2021/22 and 2023/24. Using the Skills Development Scotland data on the participation measure, which includes 16 -19-year-olds, who are participating in employment, education, or other training or development, the percentage of those identifying as disabled who did not participate in West Dunbartonshire fell from 9.8% in 2021 to 8.5% in 2024. Data from BME groups for 2024 showed a non-participation rate of 3.7% (with 2% for Scotland) compared to 5.3% (4% for Scotland) for white groups, data for earlier years is not available for BME groups due to low numbers and therefore confidentiality at Council area level. Non-participation rates for females and males varied as shown in the table below Female WD Female Scotland Male WD Male Scotland 2024 4.6% 3.4% 6% 3.9% 2023 4% 3.4% 5.8% 4.0% 2022 5.4% 3.5% 6.8% 4.4% 2021 4.5% 2.8% 5.2% 3.6% 2.Education Equality Outcome 2 - Raise Attainment in Male pupils in Literacy and Numeracy The difference between females and males in primary achieving the appropriate in numeracy has decreased in 2024, such that males are now performing similarly to females in numeracy, which is a continuation of an ongoing trend since 2023. The difference between females and males in S3 achieving Third or Fourth level in numeracy has decreased in 2024, such that males are now performing better Page 341
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DRAFT 22 than females in numeracy, which is a continuation of an ongoing trend since 2022. 3.Equalities Outcome 3 – Raise Attainment in BME pupils in Literacy and Numeracy Attainment at primary school level has in general seen improvements over the last four years. Comparatively, BME groups are still below the Scottish and West Dunbartonshire average for literacy; in relation to numeracy the gap between the West Dunbartonshire average and BME groups has narrowed although both are still lower than the Scottish average. BME students attaining national levels at Primary schools compared with WDC overall and Scotland overall WDC BME Literacy WDC Overall Literacy Scot* BME Literacy WDC BME Numeracy WDC Overall numeracy Scot* BME Numeracy 2023/24 69.8% 72% 76% 79.4% 79% 83% 2022/23 68.2% 73% 75% 76.4% 80% 82% 2021/22 61.2% 71% 73% 72.7% 78% 81% 2020/21 61.1% 62% 70% 68.1% 72% 79% In three of the four sets of results there has been significant progress over the last four years, numeracy at secondary school level fell in 2022/23 however it recovered similar levels the in 2023/24. Literacy levels in 2023/24 for BME groups was higher than the Scottish average, however in relation to numeracy these are slightly below the Scottish average. BME students attaining national levels in Secondary schools Considerable progress was made by BME pupils in literacy and numeracy, by the end of the period BME pupils had exceeded the overall attainment rates for West Dunbartonshire in both areas. BME in West Dunbartonshire pupils exceeded the Scotland rate for literacy and nearly matched the Scotland rate for numeracy. WDC BME Literacy WDC Overall Literacy Scot* BME Literacy WDC BME Numeracy WDC Overall Numeracy Scot* BME Numeracy 2023/24 95.3% 92.0% 91% 93% 85.2% 95% 2022/23 80.8% 87.1% 91% 88.5% 87.9% 95% 2021/22 78.4% 82.4% 88% 94.6% 88.1% 94% 2020/21 N/A N/A N/A N/A N/A N/A Achievement of Curriculum for Excellence Levels (ACEL) was not collected for secondary schools in 2021 due to COVID. Page 342
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DRAFT 23 Licensing Outcomes progress 2021-25 In the area of Licencing, we identified the following key priorities. 1.Licencing Equality Outcome 1 - We will work with license holders, partners and other Council services, to ensure inclusive and safety behaviour and environments on and around license premises, supporting community safety priorities Following the pandemic, we assisted in the re-establishment of Pub Watch meetings and attended to share good practice around licensing matters. These meetings are an important forum for sharing best practice between operators and to exchange information around incidents. Licensing Standards Officers have carried out inspections of licensed premises across West Dunbartonshire to make sure that the premises operate in accordance with their premises licence which is vital to making sure that the premises are safe. When developing its new statement of licensing policy, the Licensing Board consulted widely with a range of stakeholders so to take into account a wide range of voices. 2.Licensing Equality Outcome 2 - Widen participation in shaping services among underrepresented groups Members of the Scottish Youth Parliament have joined the Licensing Forum and provide regular updates to the Forum around issues that impact on young people. The Licensing Forum has a role in keeping the functions of the Licensing Board under review. Page 343
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DRAFT 24 This document is also available in other languages, large print and audio format on request. Arabic British Sign Language users can contact us via contactSCOTLAND- BSL, the on-line British Sign Language interpreting service on 01389737198 Chinese (Cantonese) Gaelic Tha an sgrìobhainn seo cuideachd ri fhaighinn ann an cànanan eile, ann an clò mòr, agus ann an cruth claisneachd ma thèid iarraidh Hindi Polish Punjabi Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. Urdu West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 1QL equalities@ west-dunbarton.gov.uk End of document Page 344
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1 Equalities Outcome Monitoring progress report 2021-25 Council Equality Outcomes 01 - Increase participation of BME people, disabled people and young people in Community Empowerment and Capacity Building, and Community Budgeting in West Dunbartonshire. 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner No. of residents involved in community budgeting 0 0 900 450 0 0 276 250 Elaine Troup Number of unique individuals participating in courses targeted at improving English for Speakers of Other Languages through W4U Adult Learning & Literacies 56 35 102 75 108 75 96 70 Jane Logue Council Equality Outcomes 02 - Better meet accommodation needs of Gypsy/Travellers travelling through and staying in West Dunbartonshire. Page 345 Appendix 2
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2 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner % of gypsies/travellers satisfied with the landlord's management of the site 91.67 % 90% 91.67 % 90% 94.12 % 90% 94.12 % 90% John Kerr Council Equality Outcomes 03 - The Council aims to attract more diverse talent by reviewing our policies and practices to ensure that there are no barriers to entering employment for these groups 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner % of our workforce who have declared a disability 1.48% 2.1% 1.46% 2.2% 0.04% 2.2% 1.4% 2.2% John Duffy % of our workforce who have stated they are LGBT 0.96% 2.5% 1.06% 2.5% 1.19% 2.5% 1.3% 2.5% John Duffy % of our workforce who are from a Black minority ethnic group 0.58% 0.5% 0.58% 1% 0.58% 1% 0.7% 1% John Duffy Council Equality Outcomes 04 - The Council will aim within the next four years to reduce occupational segregation within predominantly male/female roles 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner Gender pay gap 2.15% 3% 1.78% 3% -0.4% 3% 0.04% 3% John Duffy Page 346
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3 Council Equality Outcomes 05 - Reduce the Disability Pay Gap 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner Disability pay gap 5.9% 10% 3.68% 10% 1.07% 10% -0.2% 10% John Duffy Council Mainstreaming Goal - Improve Council Service Accessibility 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner No. of EIAs supported 126 24 171 24 187 24 185 24 Ricardo Rea % of older (65+) residents who have access to the internet in some form (home, phone, libraries, etc.) 71% 60% 74% 60% 67% 60% 63% 60% Ricardo Rea Education Equality Outcomes 01 - Young women, disabled and black minority ethnic young people are supported and leave school with positive destinations 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Status Value Status Value Status Value Status Owner % pass rate(A-C) for females in Higher computing science, design and manufacture and Physics Higher 86.11 82.35 70.97 Data available September 2025 Andrew Brown Page 347
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4 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Status Value Status Value Status Value Status Owner % of schools taking part in STEM Challenges 70% 70% 70% Data available February 2026 Julie McGrogan Uptake of Technical Subjects (Computing Science, Craft & Design, Design Technology) for females from BGE to Senior Phase 19.9% 16.6% 16.5% Data available September 2025 Andrew Brown Percentage of male students undertaking Foundation Apprenticeships in 'Children & Young People' and 'Health and Social Care' 3.45% 0% 5% Data available September 2025 Andrew Brown Percentage of female students undertaking Foundation Apprenticeships in 'Engineering' 14.2% 15.4% 18.2% Data available September 2025 Andrew Brown Education Equality Outcomes 02 - Raise Attainment in Male pupils in Literacy and Numeracy 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Status Value Status Value Status Value Status Owner % difference between male and female pupils attaining national levels in literacy in Secondary school 9.3 10 2.4 Data available December 2025 Katherine Forbes; Julie McGrogan % difference between male and female pupils attaining national levels in literacy in Primary school 8.6 12.2 14 Data available December 2025 Katherine Forbes; Julie McGrogan % difference between male and female pupils attaining national levels in Numeracy in Secondary school 1.3 0.9 -1.7 Data available December 2025 Katherine Forbes; Julie McGrogan Page 348
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5 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Status Value Status Value Status Value Status Owner % difference between male and female pupils attaining national levels in numeracy in Primary school -4.3 2.9 1.2 Data available December 2025 Katherine Forbes; Julie McGrogan Education Equality Outcomes 03 - Raise Attainment in BME pupils in Literacy and Numeracy 2021/22 2022/23 2023/24 2024/25 OwnerPerformance Indicator Value Status Value Status Value Status Value Status % of BME pupils attaining national levels in literacy in Primary School 61.2 68.2 69.8 Data available December 2025 Claire Cusick; Katherine Forbes % of BME pupils attaining national levels in numeracy in Primary School 72.7 76.4 79.4 Data available December 2025 Claire Cusick; Katherine Forbes % of BME pupils attaining national levels in literacy in Secondary School 78.4 80.8 95.3 Data available December 2025 Claire Cusick; Katherine Forbes % of BME pupils attaining national levels in numeracy in Secondary School 94.6 88.5 93 Data available December 2025 Claire Cusick; Katherine Forbes Page 349
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6 Education Mainstreaming Goal - Developing Inclusiveness of our schools 2021/22 2022/23 2023/24 2024/25Performance Indicator Value Target Status Value Target Status Value Target Status Value Target Status Owner Number of schools participating in rights-based education 100 90 70 90 90 100 100 100 Claire Cusick Number of mentors in 'Mentors in Violence Prevention' programme 30 20 This project was temporarily halted during the pandemic; therefore, no results are available. 15 15 Claire Cusick Number of schools / centres participating in Black History and Black Lives Matter activities 100 70 This target was overcome by the curriculum design and reviews which schools have undertaken. All schools now include this work in their curricular planning. Claire Cusick Number of parental engagement opportunities for parents of pupils with ASN 14 14 The evolution of the Yr 2 and 3 ASN strategy has ensured that all specialist settings have developed and engaged in increased parental involvement and engagement opportunities in a range of ways, since 22 -25. It is therefore not a requirement to track growth in this way. Claire Cusick PI Status PI significantly missed PI narrowly missed PI target met or exceeded No data available Data Only Page 350
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Assessment No 1225 Owner Nicola Docherty Resource Transformation Service CCCF FirstName Surname Job Title Head Officer Nicola Docherty Co-Ordinator Performance and Strategy Team Members Ricardo Rea, Nicola Docherty (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title WDC Equality Mainstreaming and Outcomes Plan 2025-2029 The aim, objective, purpose and intended outcome of policy To detail the Council's Equality Outcomes and Mainstreaming actions for 2025-2029. The plan also shows how we intend to integrate related considerations such as Human Rights including UNCRC rights and socio economic considerations. The Plan details how the council will meet the three needs of the Public Sector Equality Duty, eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F). The Plan meets the requirements of the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Council services, service users through the West Dunbartonshire Equality Forum, Equality and Diversity Working group of Elected members and Council Officers. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Page 351 Appendix 3
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Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Service users and potential service users, Council employees, Council Services, Partner Organisations The policy reflects the need to consider intersectionality https://www.womankind.org.uk/intersectionality-101-what-is-it-and-why-is-it-important/ 'The re-opening of the economy and society, as well as limiting damage, will in the medium to longer term provide an opportunity to do things differently to address long standing structural inequalities.' Scottish Government, July 2nd 2020 https://www.gov.scot/publications/equality-fairer-scotland-impact-assessment-evidence- gathered-scotlands-route-map-through-out-crisis/pages/3/ People living in west Dunbartonshire, people accessing services in the area, private and public sector and voluntary organisations Who will be/has been involved in the consultation process? Council officers and elected members, including work through the Councils Equality and Diversity Group. Discussions with members of the West Dunbartonshire Equality Forum in November 2024 and March 2025. Past consultations and surveys, including those on our British Sign Language Action Plan have also been drawn upon. West Dunbartonshire Equality Forum (WDEF) expressed a desire for more open discussion of Council budgeting and more participation in how services were designed. A more strategic approach to anti-poverty work was also desired. WDEF also noted the importance of Tackling the housing crisis Inclusive growth and inclusive economy Tacking child poverty Tacking domestic abuse Sustaining council services Childcare provision Safe and sustainable transport Community cohesion and empowerment The effects of COVID 19 are still relevant. COVID 19 has been erroneously described as a great leaver; in fact, it has more severely impacted on already disadvantaged groups, in terms of health and employment, and potentially education. Deepened concerns around the cost of living, and poverty crosscut. Progress on the 2021-2025 report has been solid in some areas and less strong in others - Better meeting the accommodation needs of Gypsy travellers, has seen significant Page 352
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progress - Increased participation of some but not all ethnic groups, this an emphasis will remain for 25-29. - Some increased participation of younger people, but we have judged this needs to be a more specific focus for 25-29. Page 353
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Fair access to education is needed for school age children Digital inclusion has grown in importance as a means just getting day to day tasks accomplished, and a means of participation and involvement. Direct engagement with young adults under the age of 25 remains a challenge ‘…high degree of overlap between digital exclusion and deprivation. Those who are older, on low incomes, live in social rented accommodation or live in poorer neighbourhoods are significantly less likely to have digital access' Locally discussion with Deaf people and discussions at national fora would suggest that older Deaf people may be particularly digitally excluded. We have proposed a focus on 16-24, and 25-34 year olds in our Equality Outcomes. Actions to support this will take into account the target groups. The approach was designed to be positive in terms of participation for younger people. In terms of actual impact there has been increased consideration of the needs of Children and Young People. Maintaining a focus on increasing digital inclusion can help with tacking social exclusion overall, and aid participation for some members of some groups e.g. older people, including older Deaf people Disability For 21-25 the Council committed to reducing the disability pay gap For 25-29 The Council is committed to increasing participation and ensures that appropriate channels The disability pay gap decreased over 21-25 Engagement with disabled people has been maintained over 21-25. Wider use of digital communication has There has been solid progress in terms of engaging with BSL users, and considerable progress in terms of BSL video content on the Council's website Page 354
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are available to support this. This includes making digital communications more accessible and driving digital inclusion. persisted after lockdowns and is now more mainstream. However, face to face methods are still vital to support inclusion and participation Positive in terms of participation Gender Reassign The Council is committed to encourage participation of all people in Communities Confidentiality can be a special concern for trans people Diversity monitoring of Citizens Panel, Budget and other surveys suggests that the proportion of trans respondents is generally between 0.4% and 0.7% this is roughly in line with Scotland’s Census 2022 which found that 19,990 people were trans or had a trans history, this figure equates to 0.44% of people aged 16 and over. There is no equality outcome in the proposed set that targets this group specifically. However, our mainstreaming actions including on EIA work are designed to help build in equality across all protected groups. Marriage & Civil Partnership This area crosscuts with sex This area crosscuts with sex No evidence of any unique challenges for this protected group. This area crosscuts with sex No unique differential impacts. Pregnancy & Maternity This area crosscuts with sex This area crosscuts with sex. Mainstreaming actions including on EIA work are designed to help build in equality across all protected groups. There is no equality outcome in the proposed set that targets this group specifically. Neutral. Race The Council wants to increase ethnic diversity of its workforce in line with the local population. The Council wants to increase participation of underrepresented ethnic groups. The proportion of BME staff increased from 0.34% to 0.7% from 20/21 to 24/25. The Council recognises that our current workforce profile still shows an under representation of BME employees in comparison to the West Dunbartonshire. A range of further actions are planned for 25-29. The Outcomes proposed 2025-2029 include increasing participation of ethnic minority groups, which we believe will have a positive impact, providing a better informed approach to service design and delivery. We also believe that this helps foster good relations between protected groups. Page 355
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Some BME and White minority ethnic groups are underrepresented in participation in our Citizens Panel and Budget consultations for example Chinese, Gypsy/Travellers and Polish people Mainstreaming actions are designed to have a positive impact on workforce diversity. Religion and Belief The Council is committed to encourage participation of all people in Communities There is some cross cutting of religion with ethnic group, though of course these are not the same thing, but for example 90% of people who identify as Pakistani also identify as Muslim Citizens Panel, budget and other survey diversity monitoring suggest that responses by religion and belief are roughly in line with the population make up There is no equality outcome in the proposed set that targets this group specifically. However, our mainstreaming actions are designed to help build in equality across all protected groups. Mainstreaming actions on employment support will support greater workforce diversity. Sex The council is committed to tackling gender based violence The Council (like other Councils) workforce is heavily gender segregated in some roles and there has been little movement between 2021 and 2025. A range of actions are in place on encouraging and supporting uptake of STEM by girls and young women, and care by boys and young men. Equally Safe at work and equally safe in practice work has progressed over the last two years focusing on the linked areas of gender based violence and gender pay gaps One Licensing Board Outcome for 2025-29 aims to increase membership of underrepresented groups, including women on the Licensing Forum Mainstreaming actions on employment support will support greater workforce diversity. There is an opportunity to ensure that we recruit more widely, and reduce occupation segregation in this area Page 356
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Sexual Orientation The Council is committed to encourage participation of all people in Communities Diversity monitoring of Citizens Panel, Budget and other surveys suggests that the proportion of LGB participants (usually between 4% and 5%) is in line with national estimates of the proportion of LGB people in Scotland, from census 2022 data showing 4% of those 16 or over. There is no equality outcome in the proposed set that targets this group specifically. However, our mainstreaming actions including on EIA work are designed to help build in equality across all protected groups. Human Rights Human Rights Act. As duty bearers the council must protect the rights of workers and services users, and people living in the area, including protecting the right to life, and ensuring that there is no discrimination against anyone The Scottish Human Rights commission recommends that the specific rights of women, disabled people, older people, children and black and minority ethnic people must be further protected and implemented alongside economic, social, cultural and environmental rights in responding to the experience of this pandemic, are taken into account by public authorities. UNCRC Rights; the Council's plans and services affect children and young people both directly and indirectly. We impact assess equality and human rights together, including children's rights. The 2025-29 set of outcomes and mainstreaming goals acknowledge the interaction of these areas. Education outcomes and mainstreaming support children's rights in terms of provision of services. The Council's wider outcomes and mainstreaming goals aimed at 16-24 year olds acknowledge the need for great engagement with this age group. We consider human rights including Children's rights and equality, into everything we do explicitly and to build joint work with communities around this. In terms of mainstreaming Guidance and training on carrying out impact assessments, has been continually developed and explicitly note the need to consider children's rights we will continue this during 25-29 Page 357
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For example poverty and child poverty are Human rights and issues Health Health and wellbeing sustainability and recovery needs to be supported Differential health impacts have been noted above, by ethnic group. Some groups had poorer health outcomes compared to others before COVID-19, e.g. Gypsy/Travellers, some BME groups compared to some White ethnic groups. Social isolation affects both older people and younger people and was also noted by Deaf people during consultations. The Outcomes and actions identified have the potential to support better mental health, e.g. through increase participation and cultural exchange Social & Economic Impact Fairer Scotland Duty It is important to support inclusive growth, we can help support the basis for this by ensuring that we offer opportunities widely and reach out across all potential groups Scottish Consumer Duty: We have screened for relevance to the Duty, and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment e.g. revising our approach to accessible information. The most income deprived groups have been, are being more negatively affected by COVID 19 the measures that were in place. The cost of living crisis has further affected the most disadvantaged groups the most. The report recognises the challenges for some protected groups and seeks to address some of these in terms of our focus on increasing employment diversity and reducing gender segregation, as part of our mainstreaming work. Cross Cutting We need to have due regard to general and See above in terms of differential impact; we are Many elements of the plan crosscut, Page 358
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specific public sector equality duties, the EHRC have empathised that this is especially important at time of crisis The third sector provides many services and supports to vulnerable people that the public and private sector don't Communication best practice has to born in mind protect people and ensure they have a voice; due to the unusual circumstances and situations, it is likely that practice may have to change to meet requirements, however a good basis will be provided by following the Council's communicating Effectively guidance, which will be updated regularly in line with learning aware that these factors can combine to increase disadvantage Starting in 2020 and every year since then, we have added BSL video explainers on how to access Council services. A positive impact from 2021-25, has been a more highly developed use of Equality Impact Assessments, that has supported equality mainstreaming Our approach recognises how different factors interact. We have identified clear priorities that crosscut. interjectionally, e.g. in age and disability, e.g. older Deaf people, and in theme e.g. digital inclusion and participation. Where this is the case, this should add value to the work. How Will the impact of the policy be monitored and reported on an ongoing basis? Although the 2021-25 report was designed during COVID 19 lockdown, some elements could not be predicted, for example repeated lockdowns and slow return to face to face services. The cost of living crisis has added to negative effects. For 25-29 we have developed a range of performance indicators to measure progress, this will build on work from the last 4 years to increase diversity monitoring of Council surveys and engagement and use this data on service planning and review. Progress will be monitored through the Equality and Diversity Working Group. Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 359
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EIA 1225: A detailed EIA has been conducted, it notes a range of potentially positive impacts for a range of protected groups, older people and younger people, women and girls, boys, disabled people, Black and White minority ethic groups. No negative impacts are indicated for any protected group. The Equality Outcome set focuses on the protected groups of Sex, Ethnicity, Age and Disability. We anticipate positive impacts especially for women, including younger women people aged 16-34, disabled people and people from ethnic minorities groups that are currently underrepresented in our engagement with communities. Education Outcomes should have positive impacts for males, disabled young people, and for pupils from some ethnic groups. Licensing Outcomes focus on increasing participation for the groups noted above, and on removing barriers for groups to entering licensed trades and/or better engagement with the Licensing system. Our mainstreaming actions cover a review of our approach to accessible communication, and to employment equality and diversity and these are of benefit to the Council. Education Services and the Licensing Board. Outcomes and mainstreaming are designed to complement and add value to each other. UNCRC rights especially participation and provision are supported by the Outcomes and Mainstreaming goals. Fairer Scotland Duty and Scottish Consumer Duty effectively crosscut with work on participation and employment diversity in the plan. Page 360