Item 11 Appendix 1
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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BUSINESS PLAN 2025-2026 “Inspiring Active & Healthier Communities Appendix 1
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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
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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
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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.
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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
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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.
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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
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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%
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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
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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
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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
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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.
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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
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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