Item 11 - West Dunbartonshire Leisure Trust Business Plan 2025-26
West Dunbartonshire Council · 21 May 2025
Back to Corporate Services Committee — 21 May 2025 and its agenda
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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
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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
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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
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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
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Background Papers: None Wards Affected: All
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