Document Pack - Corporate Services Committee 13 08 25 (Bookmarked)
West Dunbartonshire Council · 13 August 2025
Back to Corporate Services Committee — 13 August 2025 and its agenda
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Agenda Corporate Services Committee Date: Wednesday, 13 August 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 Please attend a meeting of the Corporate Services Committee as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor Kevin Crawford Councillor Ian Dickson Councillor Fiona Hennebry Councillor David McBride Councillor Michelle McGinty* Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William Rooney (Chair) Councillor Gordon Scanlan Councillor Clare Steel *Membership effective from 9 August 2025 Chief Executive Chief Officers Date of issue: 31 July 2025 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Page 2
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CORPORATE SERVICES COMMITTEE WEDNESDAY, 13 AUGUST 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be caried out by roll call vote to ensure an accurate record. 5 MINUTES OF PREVIOUS MEETING 7 – 11 Submit, for approval as a correct record, the Minutes of Meeting of the Corporate Services Committee held on 21 May 2025. 6 MINUTES OF JOINT CONSULTATIVE FORUM 13 – 15 Submit for information and where necessary ratification, the Minutes of Meeting of the Joint Consultative Forum held on 3 June 2025. 7 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 8/ Page 3
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8 PROVISION OF BANKING SERVICES 17 – 19 Submit report by the Chief Officer – Resource seeking approval to commence the tendering process for the Provision of Banking Services for the period 1 April 2026 to 31 March 2029, with an option to extend for a further two years to 31 March 2031, for West Dunbartonshire Council and West Dunbartonshire Leisure Trust. 9 PAYMENT PROCESSING SERVICES 21 – 24 Submit report by the Chief Officer – Resources seeking approval to initiate a formal procurement process for West Dunbartonshire Council’s and West Dunbartonshire Leisure Trust’s Payment Processing Services. 10 REAL LIVING WAGE ACCREDITATION – UPDATE 25 – 35 Submit report by the Chief Officer – People and Technology presenting options associated with Real Living Wage accreditation and the anticipated consequential costs for the Council. 11 CORPORATE SERVICES REVENUE BUDGETARY 37 – 50 CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) Submit report by the Chief Officer – Resources on the revenue financial performance to 30 June 2025 of those services under the auspices of the Corporate Services Committee. 12 CORPORATE SERVICES CAPITAL BUDGETARY 51 – 55 CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) Submit report by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 30 June 2025. 13 UPDATE ON VOLUNTARY GRANTS 2024/25 57 – 65 Submit report by the Chief Officer – Resources:- (a) providing an update on the voluntary grants administered and awarded in 2024/25, on behalf of the Council, by West Dunbartonshire Community & Volunteering Services (WDCVS) in respect of Community Chest and Social Transport Support Funding Grants; and (b) providing information on the position regarding the Provost’s Fund and the Dumbarton Common Good Fund. Page 4
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14 GRANT APPLICATION TO DUMBARTON COMMON GOOD 67 – 70 Submit report by the Chief Officer – Resources providing details of a grant application by the 2 Rivers Children’s Book Festival Planning Team to the Dumbarton Common Good for consideration. Page 5
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CORPORATE SERVICES COMMITTEE At a Hybrid Meeting of the Corporate Services Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 21 May 2025 at 2.00 p.m. Present: Provost Karen Murray Conaghan and Councillors Ian Dickson, David McBride, Lawrence O’Neill, Lauren Oxley, Martin Rooney, William Rooney, Gordon Scanlan and Clare Steel. Attending: Peter Hessett, Chief Executive; Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Victoria Rogers, Chief Officer – People and Technology Laurence Slavin, Chief Officer – Resources; Michelle Lynn, Asset Manager; James Gallacher, ICT Manager; Arun Menon, Business Support Manager; Janine Corr, Business Partner – Resources; Alison McBride, OD & Change Manager; Lauren Crooks, Strategic Communication, Culture & Performance Manager; John Anderson, General Manager, West Dunbartonshire Leisure Trust; Lisa MacGregor, People and Change Partner; Christopher Anderson, Principal Solicitor (Legal Officer); and Scott Kelly, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Fiona Hennebry and Hazel Sorrell. Councillor William Rooney in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor William Rooney, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting would be carried out by roll call vote to ensure an accurate record. ITEM 5 Page 7
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MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Corporate Services Committee held on 5 February 2025 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. CITIZEN, CULTURE AND FACILITIES 2024/25 – YEAR-END PROGRESS AND CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN 2025/26 A report was submitted 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. After discussion and having heard the Chief Officer – Citizen, Culture and Facilities, and the Strategic Communication, Culture & Performance Manager, in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2025/26. PEOPLE AND TECHNOLOGY DELIVERY PLAN 2024/25 – YEAR-END PROGRESS AND PEOPLE AND TECHNOLOGYDELIVERY PLAN 2025/26 A report was submitted by the Chief Officer – People and Technology setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. After discussion and having heard the Chief Officer – People and Technology, the Chief Officer – Resources, the ICT Manager, and the OD & Change Manager, in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2025/26. REGULATORY AND REGENERATION DELIVERY PLAN 2024/25 – YEAR-END PROGRESS AND REGULATORY AND REGENERATION DELIVERY PLAN 2025/26 A report was submitted by the Chief Officer – Regulatory and Regeneration setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. After discussion and having heard the Chief Officer – Regulatory and Regeneration in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2025/26. Page 8
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RESOURCES DELIVERY PLAN 2024/25 – YEAR-END PROGRESS AND RESOURCES DELIVERY PLAN 2025/26 A report was submitted by the Chief Officer – Resources setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. The Committee agreed to note the progress achieved at year-end and the new 2025/26 Resources Delivery Plan. WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS PLAN 2025/26 A report was submitted by the Chief Officer – Citizen, Culture and Facilities providing an update on the West Dunbartonshire Leisure Trust Business Plan 2025-26. After discussion and having heard the Chief Officer – Citizen, Culture and Facilities, and the General Manager, West Dunbartonshire Leisure Trust, in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to approve the report and the 2025/26 West Dunbartonshire Leisure Trust Business Plan; and (2) the WDLT management fee as set out in the report, it being noted that the sum had already been included in the Council’s 2025/26 revenue budget. COUNCIL WORKFORCE PLAN 2022-2027: UPDATE AND ANNUAL ACTION PLANS 2024/25 A report was submitted by the Chief Officer – People and Technology providing an update on the Council’s workforce planning activity for 2024/25. After discussion and having heard the Chief Officer – People and Technology, the People and Change Partner, and the OD & Change Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to note the progress during 2024/25 in delivering against the Council Workforce Plan within the People First Strategy and 5-year plan; (2) to note the workforce profile as at 31 March 2025 and key changes; and (3) to note the progress within the Workforce Plans for each service. Note: Councillor Steel left the meeting during consideration of this item. Page 9
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EQUALITY OUTCOMES AND MAINSTREAMING REPORT 2025-2029 A report was submitted 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. The Committee agreed:- (1) to note the progress made since 2021; and (2) to note the proposals contained in the draft 2025-2029 report. CORPORATE SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 JANUARY 2025 (PERIOD 10) A report was submitted by the Chief Officer – Resources advising on the performance of the Corporate Services revenue budget for the period to 31 January 2025. Having heard the Chief Officer – Resources and the Chief Officer – Citizen, Culture and Facilities in answer to Members’ questions, the Committee agreed to note that the revenue account currently showed a projected annual favourable variance of £0.139m (0.38% of the total budget). CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 31 JANUARY 2025 (PERIOD 10) A report was submitted by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 January 2025. The Committee agreed:- (1) to note the current position of the 2024/25 capital budget for Corporate Services; and (2) to note that the project life total was currently on track. COST OF LIVING – CAPITAL FUND A report was submitted by the Chief Officer – Resources advising on the closure of the Cost-of-Living Capital Fund and reporting on the groups it has supported since it was established in June 2022. After discussion and having heard the Chief Officer – Resources and the Chief Officer – Regulatory and Regeneration, in answer to Members’ questions, the Committee agreed:- Page 10
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(1) to note the level of support provided via the Cost-of-Living Capital Fund; and (2) that the remaining £10,379 be kept in the Cost-of-Living Capital Fund and that community groups in West Dunbartonshire be invited to apply for funding. The meeting closed at 3.35 p.m. Page 11
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JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in the Council Chambers, Clydebank Town Hall, Clydebank on Tuesday, 3 June 2025 at 2.00 p.m. Present: Councillors David McBride and Martin Rooney; Claire Mackenzie (SSTA); Susan Shannon and David Smith (UNISON); and Connor Farmer (Unite). Attending: Victoria Rogers, Chief Officer – People and Technology; Laura Mason, Chief Education Officer; Gail Macfarlane, Chief Officer – Roads & Neighbourhood; Claire Cusick, Senior Education Officer – Services for Children and Young People; Alison McBride, Strategic People and Change Manager; Louise Hastings, People and Change Partner; Michael McDougall, Manager of Legal Services (Legal Officer); and Natalie Roger, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Provost Karen Murray Conaghan and Councillors Michelle McGinty and Hazel Sorrell; Michael Dolan (EIS); David Scott and Cara Stevenson (GMB), Peter Hessett, Chief Executive; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Alan Douglas, Chief Officer – Regulatory and Regeneration; Laurence Slavin, Chief Officer – Resources; and Margaret-Jane Cardno, Head of Strategy and Transformation. Councillor David McBride in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Joint Consultative Forum held on 12 September 2024, were submitted and approved as correct records subject to Claire McKenzie (SSTA) being included in the list of people who had submitted apologies for the meeting. ITEM 6 Page 13
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ANNUAL EMPLOYEE WELLBEING UPDATE A report was submitted by the Chief Officer – People and Technology, providing detailed analysis on Council-wide employee wellbeing and attendance for the period 1 April 2024 to 31 March 2025. After discussion and having heard the People and Change Partner and the Strategic People and Change Manager in further explanation and in answer to Members’ questions, the Forum agreed:- (1) to note the increase in Council-wide sickness absence of 1341.13 full time equivalent (FTE) days lost compared to the previous year, and that whilst this increase was concerning, it was the first year since 2021/22 that sickness absence levels had increased despite a wider trend in the UK labour market of increasing sickness absence levels; (2) to note the top 3 reasons for absence remained unchanged however the ranking of the second and third top absence reasons had changed compared to the previous year with minor illness attributed as the top reason for absence, now followed by personal stress and acute medical conditions respectively; (3) to note the proportion of absence that is considered long term had decreased and was down to approximately 66%, a decrease of 14% compared to 2023/24 which was partly linked to the increased number of dismissals due to capability arising from employees who were unable to sustain attendance at work and who, despite support, reported high levels of intermittent absences; (4) to note work-related stress sickness absence had increased by approximately 34% compared to 2022/23 and ‘in-work’ stress risk assessments; and (5) that the People and Change Team should report back with more detail and an action plan for managing absence within Community Health and Care as the numbers shown were inconsistent and higher than any other section. TRADES UNION ISSUES The Forum noted that the Trades Union had not provided, in advance of the meeting, any issues that they wished to raise. VALEDICTORY – LAURA MASON Councillor McBride, Chair, informed the Forum that this would be the last meeting of the Joint Consultative Forum that Laura Mason, Chief Education Officer, would attend as she would soon be retiring from Council service. On behalf of the Forum, Councillor McBride thanked Ms Mason for her dedication and lasting impact on education and wished her the very best in retirement. Page 14
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The meeting closed at 2.40 p.m. Page 15
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 13 August 2025 Subject: Provision of Banking Services 1. Purpose 1.1 The purpose of this report is to seek approval of Committee to commence the tendering process for the Provision of Banking Services for the period 1 April 2026 to 31 March 2029, with an option to extend until for a further 2 years to 31 March 2031 for West Dunbartonshire Council (“the Council”) and West Dunbartonshire Leisure Trust (“the Leisure Trust”). 2. Recommendations 2.1 It is recommended that the Committee approves the process to begin invitations to tender for the Provision of Banking Services for a three year period from 1 April 2026 until 31 March 2029, with an option to extend for a further two years until 31 March 2031 and delegates authority to the Chief Officer: Regulatory and Regeneration to conclude, on behalf of the Council, the award of the contract for the Provision of Banking Services subject to the Chief Officer Resources being satisfied as to the terms offered. 3. Background 3.1 Following a tendering exercise in 2020 the Clydesdale Bank (now Virgin Money) was appointed as both the Council & the Leisure Trust’s Provider of Banking Services for a period of 3 years from 1 April 2021 to 31 March 2024 with an option to extend for a further 2 years until 31 March 2026. 3.2 The current contract was extended after a review of the terms offered by the Council’s bank for the extension period and it was agreed that an extension to 31 March 2026 be accepted by the Chief Officer-Resources under delegated authority which was agreed at Corporate Services Committee 13 November 2019. 3.3 When the Leisure Trust was created, the banking contract agreed was linked with the Council banking contract. Thus, the current bank contract is based upon transaction volumes which include the Council & the Leisure Trust levels. 3.4 The banking contract currently costs the Council approximately £20,000 per year and the Leisure Trust approximately £1,500 per year. ITEM 8 Page 17
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4. Main Issues 4.1 The Provision of Banking Services is critical to the continued financial stability of the Council and is required to collect income from and make payments to various stakeholders. 4.2 Prices for this contract are based upon volumes and the current bank contract is based upon transaction volumes which include the Council & the Leisure Trust levels and Leisure Trust have confirmed that they wish their banking contract to be secured with the Council’s bank contract under this invitation to tender exercise to assist with securing the best price for both the Council and the Leisure Trust. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 The Council currently incurs costs of around £20,000 per year and Leisure Trust incurs costs of around £1,500 per year in respect of banking charges for services provided by our existing provider. 6.2 The selection of the most suitable provider of the Provision of Banking Services may result in increased efficiencies in relation to day-to-day banking. 6.3 All procurement activity carried out by the Council in excess of £50K is subject to a contract strategy. The contract strategy for the provision of banking services will be produced by the Corporate Procurement Unit in close consultation with Finance Officers. The contract strategy shall include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 7. Risk Analysis 7.1 If the contract is not tendered the existing providers will be able to provide the service. However, the prices may be subject to fluctuation and may no longer be competitive. Having a contract in place enables the prices to be set for a fixed period and a formal terms and conditions to be put in place, to ensure that the Council receives best value. 7.2 There is the risk that if the Provision of Banking Services Contract is not awarded the Council will be unable to fulfil its financial obligations to various stakeholders. Page 18
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8. Equalities Impact Assessment (EIA) 8.1 No issues were identified in a screening for potential equality impact of this report. 9. Consultation 9.1 The report has been subject to consultation with appropriate Strategic Leads. 10. Strategic Assessment 10.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities. The General Services revenue budget contributes to all categories by providing funding in specific areas to help the Council achieve and develop these priorities. 10.2 The provision of banking services will contribute to delivery of the Council strategic priorities through efficient and effective frontline services that improve the everyday lives of residents. Further opportunities to maximise the positive social, economical and environmental impact for West Dunbartonshire through the contract will also be explored, e.g. through the use of Community Benefit Clauses Laurence Slavin Chief Officer-Resources Date: 16 July 2025 Person to Contact: Karen Shannon, Section Head (Financial, Administration & Control) Church Street, Dumbarton Telephone 07584 475469 Email: Karen.Shannon@west-dunbarton.gov.uk Appendices: None Background Papers: Equality Impact Assessment Wards Affected: All Council Wards Page 19
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 13 August 2025 Subject: Payment Processing Services 1. Purpose 1.1 The purpose of this report is to seek Committee approval to initiate a formal procurement process for West Dunbartonshire Council’s (the Council) and West Dunbartonshire Leisure Trust’s (the Trust) Payment Processing Services. 2. Recommendations 2.1 It is recommended that Committee: a) approves the initiation of a formal procurement process for the Payment Processing Service for the Council and the Trust for a 3 year period from 1 April 2026 until 31 March 2029 with an option to extend for a further two additional up to12 months until 31 March 2031 and delegates authority to the Chief Officer: Regulatory and Regeneration to conclude, on behalf of the Council, the award of the contract for the Provision of Payment Processing Services subject to the Chief Officer Resources being satisfied as to the terms offered. b) notes the direct award of the Merchant Card Acquiring Service to Worldpay. 3. Background 3.1 Following a tender exercise in 2021, the current provider for Payment Processing Services was appointed for a period of 2 years with an option to extend for a further 2 * 12 months to 31 March 2026. 3.2 The Payment Processing Service provides residents and businesses with the facility to pay Council Tax, Debtors and Rent at post office and pay- point outlets. 3.3 The Council now requires to renew this facility for the Payment Processing Services. 3.4 The merchant card acquiring service which facilitates the receipt, transfer and accounting of incoming payments from cardholder’s present and not present transactions at different Council locations was awarded to ITEM 9 Page 21
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Worldpay Limited after delegated authority was provided by both the Chief Officer-Resources and the Chair of Corporate Services Committee early 2024 and the contract commenced 2 February 2024 until 1 February 2028. 3.5 Given the timescales for the new contract to be in place and to provide best value to the Council; a Direct Award under the Crown Commercial Service Framework Agreement for the Merchant Acquiring Services represented the best procurement procedure. An award was made based on urgency with a report to the subsequent committee (Corporate Services) anticipated, to note the exercise of the authority in accordance with Standing Orders 35(b)(iii) and (iv) – “(iii) Such decisions will be referred to Council, or the appropriate Committee, except in the case of urgency, where the officer may, after consultation with the relevant Service Spokesperson or Convener of the appropriate Committee, exercise such delegated powers. (iv) Should such powers be exercised in urgent circumstances, a report will be submitted to the next appropriate Committee for noting.” Through an oversight at the time the subsequent report was not made and so the opportunity is now being taken to notify Committee to purify the Standing Orders requirement. 4. Main Issues 4.1 It is essential that a new contract for Payment Processing Services is in place to commence 1 April 2026. There is a lead in time of around 12 weeks to transfer from one provider to another to ensure a seamless process of continuation of service. 4.2 Based on current levels of use of these payment types it’s estimated that the aggregate value of this contract over the period of this contract for the Council may exceed the Public Contract (Scotland) Regulations 2015 Threshold of £213,477. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 The financial implications will depend on the level and extent of the service utilised by the citizens of West Dunbartonshire Council however, there is an ongoing budgetary provision to meet the current level of expenditure. Payment options provided to citizens of the Council are being reviewed on an ongoing basis to ensure that, as an organisation, we offer facilities to ensure that all citizens have access to at least one payment method. Page 22
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6.2 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The contract strategy for the payment processing service will be produced by the Corporate Procurement Unit in consultation with Finance officers. The contract strategy shall include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles such as national collaborative framework, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 6.3 The payment processing service will contribute to delivery of the Council strategic priorities through the provision of fit for purpose services on a best value basis. Further opportunities to maximise the positive social, economical and environmental impact for West Dunbartonshire through the contract will also be explored, e.g. through the use of Community Benefit Clauses. 7 Risk Analysis 7.1 If the contract is not awarded we will not be compliant with the Council’s Procurement Policy as we will require to continue with such services under an expired arrangement. The existing supplier will be able to continue to deliver the service. However, the prices may be subject to fluctuation and may no longer be competitive. 7.2 Having a contract in place enables the prices to be set for a fixed period of time and formal terms and conditions to be put in place, to ensure that the Council and the Trust receive best value. 7.3 Proceeding with the current supplier through a new compliant contract reduces risk of service disruption and costs associated with change. 8 Equalities Impact Assessment (EIA) 8.1 No significant issues were identified in a screening for potential equality impact of this service. 9 Consultation 9.1 The report has been subject to consultation with appropriate Strategic Leads. 10 Strategic Assessment 10.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities. The General Services revenue budget contributes to all categories by providing funding in specific areas to help the Council achieve and develop these priorities. 10.2 The provision of payment processing services will contribute to delivery of the Council strategic priorities through efficient and effective frontline services that improve the everyday lives of residents. Further opportunities to maximise the Page 23
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positive social, economical and environmental impact for West Dunbartonshire through the contract will also be explored, e.g. through the use of Community Benefit Clauses Laurence Slavin Chief Officer-Resources Date: 16 July 2025 Person to Contact: Karen Shannon, Section Head (Financial, Administration & Control) Church Street, Dumbarton Telephone 07584 475469 Email: Karen.Shannon@west-dunbarton.gov.uk Appendices: None Background Papers: Equality Impact Assessment Wards Affected: All Council Wards Page 24
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People & Technology Corporate Services Committee – 13 August 2025 ___________________________________________________________________ Subject: Real Living Wage (rLW) Accreditation - update 1. Purpose 1.1 The purpose of this report is to present options associated with real Living Wage accreditation and the anticipated consequential costs for the Council. 2. Recommendations 2.1 Note the assumptions contained in tables 1 & 2; and either 2.2 Approve the option to proceed with accreditation, with the real living wage rate applied on 1 April each year, or 2.3 Retain the status quo in light of the anticipated cost pressures, the funding gap and requirement to make further budget savings. 3. Background 3.1 The real Living Wage, currently set at £12.60 across the UK and £13.85 in London, is independently calculated based on the actual cost of living, including essentials such as food, housing, and energy. The real Living Wage is a voluntary rate set by the Living Wage Foundation. In contrast to the UK Government’s National Living Wage (NLW) of £12.21, the real Living Wage is designed to ensure that employees earn enough to meet basic needs, promoting dignity and financial stability. The new rate is communicated around September/October each year and requires to be fully implemented by 1st May the following year, if not before. 3.2 The Council pays the nationally agreed minimum rate, known as the Scottish Local Government Living Wage (Scottish Local Government Living Wage), recently revised to £13.06 because of the agreed pay award for 25/26. This rate will increase to £13.52 from 1 April 2026. Consequently, the Council is now paying above the 2024 real Living Wage rate (£12.60) however the 2025 rate is yet to be announced. 4. Main Issues 4.1 The Council faces increased pressure from Glasgow City Region to attain real Living Wage accreditation and officers have been exploring the implications and indicative costs of implementing this, subject to the decision of this ITEM 10 Page 25
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Committee. There is also an annual accreditation fee of £550, plus VAT, payable to Living Wage Scotland. 4.2 The growth rate of the real Living Wage is dependent on economic conditions, inflation rates and changes in the cost of living. The current volatility makes predictions challenging and consequently, the undernoted (Table 1) can only be considered indicative. Table 1 £9.90 £10.90 £12.00 £12.60 £13.10 £13.51 2021 2022 2023 2024 2025 2026 £16.00 £14.00 £12.00 £10.00 £8.00 £6.00 £4.00 £2.00 £- RLW Prediction Growth PA 10.1% 10.1% 5.0% 4.0% 3.1% 4.3 Based on the above, the option and costs are set out below: Option 1: Achieve accreditation and implement real Living Wage 1 April 2026 - £13.10 This would have no further impact in 2026/27, noting that the agreed pay award was settled beyond the Council assumed level, as the Scottish Local Government Living Wage rate for 26/27 (£13.52) is above the projected real Living Wage rate (£13.10). 4.4 However, if real Living Wage rates were to be 10% higher than the growth predicted in Table 1 which may be at the lower end, it would result in circa £21k increased cost pressure per annum for every 10% movement in growth (as opposed to real Living Wage increasing by 10%) – refer to Table 2. Table 2 Page 26
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4.5 Based on the above some sensitivity analysis has been performed to review the financial implications of option 1 if real Living Wage was implemented at £13.86 (£12.60 + 10%): Option 1: Achieve accreditation and implement real Living Wage 1 April 2026 - £13.86 This would have a predicted cost pressure of circa £196k in 2026/27 as it would be significantly above the agreed pay award Scottish Local Government Living Wage rate. 4.6 All assumptions include current apprenticeship rate of £11.44; increased employer pension contributions for 2025/26 and employer national insurance rate assumed at 9% due to proportion of part time workers. 4.7 Committee is asked to consider whether to achieve accreditation and implement real Living Wage on 1 April 2026 (Option 1). Alternatively, Committee may decide not to proceed with accreditation (Option 2) at this time given the unbudgeted financial impact in 2026/27 and beyond. 4.8 The Scottish Government’s Fair Work Criteria mandates payment of the real living wage in order to receive grants. At present these Grants amount to many millions of pounds per annum in both Capital and Revenue. While the Council currently meets this requirement, with the granted exemption for apprentices, if the real Living Wage changes, or the exemption is withdrawn, and the Council no longer meets the criteria for non-exempted groups, then there is a real and substantial risk that the Council would not be able to access these grants until such time as it can comply with the criteria. 5. People Implications Page 27
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5.1 The changes may impact employee morale and productivity, necessitating robust engagement and communication with trade unions and employees as to rationale for the decision. 5.2 No direct impact on FTE is anticipated however, options with significant cost implications are likely to necessitate further FTE reductions to cover the additional costs. 5.3 The council is already paying the Scottish Local Government Living Wage, which is negotiated through national pay settlements. This ensures that direct employees are not on poverty wages. 6. Financial and Procurement Implications 6.1 Depending on the chosen option, and the rate of real Living Wage each year, there are likely to be additional costs for which the Council has no budget provision. 6.2 Real Living Wage accreditation requires payment of RLW to 3rd party contractors, subject to certain conditions. The current procurement process asks if the supplier pays the real Living Wage but does not include pass/fail criteria. There would be an expectation that those not paying real Living Wage would not have their contracts renewed at end of term. This is not currently an issue for the Council but could become one in future. 7. Risk Analysis 7.1 There could be reputational risks associated with the decision depending on which option is taken. Any decision not to progress with accreditation could land badly with Glasgow City Region colleagues. 7.2 Any decision to progress carries the risk of committing to an unknown pay increase in real Living Wage each year which may additionally necessitate FTE reductions. 7.3 Economic volatility, high inflation rates, increased costs of housing, energy, food and other essentials could all result in a higher real Living Wage rate than predicted. 7.4 The Council has significant budgetary pressures, £8.3 million funding gap in 2026/27, projected to rise to £41.3m by 2029/30. Therefore, any financial commitment requires careful consideration. 7.5 The Scottish Government’s Fair Work Criteria mandates payment of the real living wage in order to receive grants. As noted in Paragraph 4.8, failure to pay at the rate of the real Living Wage could result in the loss of grants until resolved, with consequences including short term revenue losses or longer term impacts on major projects. If this were to occur, the Council would either Page 28
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have to manage in year losses or potentially reduce programmes to reflect the loss of grants. 8. Equalities Impact Assessment (EIA) 8.1 An Equality Impact Assessment (EIA 1298) details the potential benefits of committing to the real Living Wage particularly for those in lower grade posts which are generally populated by women, younger people, those with a disability and those from an ethnic minority group. 8.2 The Council already pays £13.06, effective 1 April 2025, which is currently above the 2024/25 real Living Wage. Based on analysis of the real Living Wage increases over recent years, predications for 2026/27 would likely not incur additional cost for the Council as the increase would be in line with the agreed pay increase. However, it is important to note that the current volatility makes predictions challenging and consequently, the predicted increase for 2026/27 can only be considered indicative. 9. Consultation 9.1 The Trade Unions were advised of the proposals at the Convenor meeting on 15 July 2025 and the final report was shared following pre-agenda on 23 July. 9.2 Colleagues in finance, legal, economic development, procurement and HR were involved in the preparation of the options. 10. Strategic Assessment 10.1 This proposal aligns with the Council’s strategic objective of delivering efficient and cost-effective services, contributing to its priority of being a “continuously improving Council delivering best value.” Victoria Rogers Chief Officer People & Technology Date: 29 July 2025 Person to contact: Victoria Rogers, Chief Officer People & Technology Appendix: EIA 1298 Background Papers: None Wards Affected: None Page 29
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Assessment No 1298 Owner jennifer.slater Resource Transformation Service People and Technology FirstName Surname Job Title Head Officer Victoria Rogers Chief Officer - People and Technology Members Jennifer Slater - HR Adviser John Duffy - People, Quality & Governance Lead Alison McBride - Strategic People & Change Manager (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Real Living Wage Accreditation The aim, objective, purpose and intended out come of policy The primary aim of this proposal is to present options associated with real Living Wage (rLW) accreditation and the anticipated consequential costs for the Council to determine if the Council will work to attain the rLW accreditation. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Chief Officers, Strategic HR, Finance, Legal, Economic Development and Procurement 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) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All local government employees except those covered by SNCT terms and conditions. Who will be/has been involved in the consultation process? The proposal was presented to the Trade Unions at the Convenor meeting on 15 July 2025 and the final report was shared following pre-agenda on 23 July. Appendix 1 Page 31
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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 A higher representation of those from the younger age group among lower earners Scottish Government publication on 'Public sector pay strategy 2023-2024: equality impact assessment' Real Living Wage will help provide such individuals with a positive benefit as well as working towards reducing the pay gaps and overall income inequality Disability A higher representation of disabled people among lower earners Scottish Government publication on 'Public sector pay strategy 2023-2024: equality impact assessment' Real Living Wage will help provide such individuals with a positive benefit as well as working towards reducing the pay gaps and overall income inequality Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race A higher representation of those from a minority ethnic group among lower earners Scottish Government publication on 'Public sector pay strategy 2023-2024: equality impact assessment' Real Living Wage will help provide such individuals with a positive benefit as well as working towards reducing the pay gaps and overall income inequality Religion and Belief Sex Proportionally low paid workers in the grades covered by the proposal, predominantly woman, are positively impacted more by this policy. Female %: Grade 1 - 85.49%, Grade 2 - 70.91% and Grade 3 - 81.91% By establishing a real living wage minimum salary level those employees have greater opportunity to participate in social activities whilst also working towards reducing gender pay gap Sexual Orientation Human Rights Health Page 32
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Social & Economic Impact Committment to Fairer Scotland Duty Currently paying above the rLW rate however, if next years rate was to increase beyond what is predicted it could add further financial strain to existing budget gap Potential erraditcation of G1 -3 in current pay and grading structure if there was a more significant increase than the Scottish Local Government Living Wage (SLGLW) Out of 32 local authorities WDC is one of only 7 without the Real Living Wage accreditation £8.3 million funding gap in 2026/27, projected to rise to £41.3m by 2029/30 SLGLW is £13.06 for 2025/26, increasing to £13.52 on 1st April v rLW for 2024 is £12.60 with the 2025 rate yet to be announced Opportunity to join other local authorities in this commitment and also to be an influential leader for other local businesses in West Dunbartonshire Could result in a need for greater FTE reductions in future May need to address this through review of current pay and grading structure Cross Cutting Increasing importance of looking at impacts using an intersectional persepctive is noted by the Scottish Government Intersection of impacts cross Sex, Ethnicity, Age and Disability Potential combined positive effects for multiple protected groups as opposed to just one Page 33
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing bases? Yes, rLW announced around October each year for implementation the following May. Pay Gap data reported annually through equalities monitoring. Pay increase negotiated annually. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1298 details the potential benefits of committing to the rLW particularly for those in lower grade posts which are generally populated by women, younger people, those with a disability and those from an ethnic minority group. The Council already pays the SLGLW (£13.06 as of 1st April 2025) which is currently above the 2024/25 rLW. Based on analysis of the rLW increases over recent years, predications for 2026/27 would not result in an additional cost for the Council as the increase would be in line with the already agreed SLGLW pay increase. However, it is important to note that the current volatility makes predictions challenging and consequently, the predicted increase for 2026/27 can only be considered indicative. Page 35
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 13th August 2025 Subject: Corporate Services Revenue – Budgetary Control Report to 30 June 2025 (Period 3) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 30 June 2025 of those services under the auspices of the Corporate Services Committee (CSC). 2. Recommendations 2.1 Members are asked to i) Note the contents of this report which shows that the revenue account is currently projected to overspend against budget by £0.172m (0.43% of the total budget) at the year-end. 3. Background 3.1 At the meeting of West Dunbartonshire Council on 5 March 2025, Members agreed a total net revenue estimate of £39.835m for 2025/26 for services under the remit for Corporate Services. 4. Main Issues 4.1 The summary report at Appendix 1 identifies a projected overspend against budget of £0.172m. However, after taking into account the use of £0.515m of earmarked reserves available, there is an underlying favourable variance of £0.343m (0.86%). The majority of earmarked reserves (£0.427m) are being utilised within the Revenues and Benefits service and relate specifically to Scottish Government funding made available for the Social Welfare Fund and Department for Work and Pensions expenditure. Detailed service reports are attached as Appendix 2. 4.2 There are 5 projected annual variances in excess of £0.050m. Notes on these variances are shown within Appendix 3, with additional information on action being taken to minimize or mitigate overspends where possible. 4.3 A list of efficiencies and management adjustments falling under the CSC remit, as agreed by Council as part of setting the 2025/26 budget totalling £1.350m, is shown within Appendix 4. Current indications show that these are all on target to being achieved. ITEM 11 Page 37
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5. Options Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 Other than the financial position noted above, there are no financial or procurement implications from this budgetary control report. 8. Risk Analysis 8.1 The main financial risks to the ongoing financial position relate to unforeseen costs being identified between now and the end of the financial year. This can affect all service areas. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the revenue budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. . Laurence Slavin Chief Officer, Resources Date: 13 August 2025 Page 38
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Person to Contact: Janine Corr, Finance Business Partner, Church Street, Dumbarton Email: janine.corr@west-dunbarton.gov.uk Appendices: Appendix 1 : Revenue Budgetary Control 2025/26 – Summary Report Appendix 2 : Revenue Budgetary Control 2025/26 – Service Reports Appendix 3 : Analysis of Revenue Variances over £50,000 Appendix 4 : Monitoring of Savings Options Background Papers: General Services Revenue Estimates 2025/26 – Council 5 March 2025 Wards Affected: All wards Page 39
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REVENUE BUDGETARY CONTROL 2025/26 APPENDIX 1 CORPORATE SERVICES SUMMARY PERIOD END DATE 30 June 2025 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 % £000 £000 Audit 289 55 289 0 0% 0 0 Finance 1,525 342 1,561 36 2% 0 36 Rent Rebates & Allowances 2,201 1,300 2,201 0 0% 0 0 Revenues & Benefits 2,408 643 2,846 438 18% 427 11 Finance Service Centre 434 78 447 13 3% 26 (13) Cost of Collection of Rates (29) 0 (29) 0 0% 0 0 Cost of Collection of Council Tax (1,072) (79) (1,077) (5) 0% 0 (5) Central Admin Support 2,580 579 2,574 (6) 0% 0 (6) Procurement 600 140 595 (5) -1% 0 (5) Democratic and Registration Service 1,570 350 1,547 (23) -1% 0 (23) Environmental Health 568 115 551 (17) -3% 0 (17) Licensing (223) (27) (200) 23 10% 0 23 Legal Services/Trading Standards 877 189 902 24 3% 0 24 Planning 549 57 552 3 0% 52 (49) Transactional Services 894 209 910 16 2% 0 16 Strategic People and Change 1,845 432 1,845 (0) 0% 9 (9) Information Services 5,072 2,477 5,052 (20) 0% 0 (20) Legal Fees & Settlement 0 1 1 1 0% 1 (0) Communications & Marketing 280 67 234 (47) -17% 0 (47) Citizen Services 1,346 374 1,351 5 0% 0 5 Performance & Strategy 239 52 238 (1) 0% 0 (1) Clydebank Town Hall 337 5 352 15 4% 0 15 Office Accomodation 1,194 713 1,275 81 7% 0 81 Libraries 1,820 371 1,838 18 1% 0 18 Arts and Heritage 282 37 263 (19) -7% 0 (19) Catering Services 5,056 1,149 5,262 206 4% 0 206 Building Cleaning 2,109 472 1,962 (147) -7% 0 (147) Building Cleaning PPP (103) (82) (162) (59) 58% 0 (59) Facilities Assistants 2,783 566 2,425 (358) -13% 0 (358) Facilities Management 280 128 289 9 3% 0 9 Leisure Management 4,094 1,330 4,094 (0) 0% 0 (0) Events 28 3 18 (10) -34% 0 (10) 39,835 12,049 40,008 172 0.43% 515 (343) Service / Subjective Summary Variance 2025/26 Total Net Expenditure Page 40
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status £000 £000 £000 £000 % Employee 31,821 6,931 30,983 (838) (3%) Property 2,296 291 2,392 96 4% Transport and Plant 3,627 2,043 3,643 17 0% Supplies, Services and Admin 3,658 862 4,172 514 14% Payments to Other Bodies 37,420 8,693 37,410 (10) (0%) Other 6 1 6 0 0% Gross Expenditure 78,828 18,821 78,608 (221) (0%) Income (38,993) (6,773) (38,600) 393 1% Net Expenditure 39,835 12,049 40,008 172 0% £000 £000 £000 £000 % Employee 338 63 338 0 0% Property 0 0 0 0 0% Transport and Plant 3 2 3 0 1% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 341 65 341 0 0% Income (53) (10) (53) 0 0% Net Expenditure 289 55 289 0 0% £000 £000 £000 £000 % Employee 1,576 354 1,603 27 2% Property 0 0 0 0 0% Transport and Plant 50 (2) 59 9 18% Supplies, Services and Admin 2 0 2 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,628 352 1,664 36 2% Income (103) (10) (103) 0 0% Net Expenditure 1,525 342 1,561 36 2% £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 32,426 6,706 32,426 0 0% Other 0 0 0 0 0% Gross Expenditure 32,426 6,706 32,426 0 0% Income (30,225) (5,407) (30,225) 0 0% Net Expenditure 2,201 1,300 2,201 0 0% £000 £000 £000 £000 % Employee 1,965 451 2,041 76 4% Property 2 0 2 0 0% Transport and Plant 30 5 30 0 0% Supplies, Services and Admin 855 346 1,259 405 47% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,851 801 3,332 480 17% Income (443) (159) (486) (43) (10%) Net Expenditure 2,408 643 2,846 438 18% Service Summary Variance 2025/26 All Services Audit Finance Rent Rebates & Allowances Revenues & Benefits Page 41
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 404 91 394 (10) (3%) Property 0 0 0 0 0% Transport and Plant 49 9 49 0 0% Supplies, Services and Admin 42 42 68 26 63% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 495 142 511 16 3% Income (61) (64) (64) (3) (5%) Net Expenditure 434 78 447 13 3% £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 3 0 3 0 0% Supplies, Services and Admin 89 0 89 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 91 0 91 0 0% Income (120) 0 (120) 0 0% Net Expenditure (29) 0 (29) 0 0% £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 44 14 44 0 0% Supplies, Services and Admin 30 7 30 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 74 21 74 0 0% Income (1,146) (100) (1,151) (5) (0%) Net Expenditure (1,072) (79) (1,077) (5) 0% £000 £000 £000 £000 % Employee 602 139 596 (6) (1%) Property 0 0 0 0 0% Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 76 1 78 1 2% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 680 140 675 (5) (1%) Income (80) 0 (80) 0 0% Net Expenditure 600 140 595 (5) (1%) £000 £000 £000 £000 % Employee 1,653 376 1,625 (28) (2%) Property 7 0 3 (4) (16%) Transport and Plant 25 8 34 9 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,685 384 1,662 (23) (1%) Income (115) (35) (115) 0 0% Net Expenditure 1,570 350 1,547 (23) (1%) Cost of Collection of Rates Cost of Collection of Council Tax Procurement Finance Service Centre Democratic and Registration Service Page 42
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 2,591 577 2,591 0 0% Property 0 0 0 0 0% Transport and Plant 11 2 11 0 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,602 579 2,602 0 0% Income (22) 0 (28) (6) (29%) Net Expenditure 2,580 579 2,574 (6) (0%) £000 £000 £000 £000 % Employee 827 164 826 (1) (0%) Property 10 1 11 0 5% Transport and Plant 22 4 22 (0) (0%) Supplies, Services and Admin 77 19 78 1 1% Payments to Other Bodies 0 0 0 0 0% Other 6 0 6 0 0% Gross Expenditure 942 189 943 1 0% Income (374) (74) (392) (18) (5%) Net Expenditure 568 115 551 (17) (3%) £000 £000 £000 £000 % Employee 234 55 241 7 3% Property 1 0 1 0 0% Transport and Plant 8 3 8 (0) (0%) Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 242 58 249 7 3% Income (465) (85) (449) 16 4% Net Expenditure (223) (27) (200) 23 (10%) £000 £000 £000 £000 % Employee 943 189 957 15 2% Property 3 0 3 0 0% Transport and Plant 18 18 28 10 53% Supplies, Services and Admin 1 0 1 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 1 0 0 0% Gross Expenditure 966 208 990 24 3% Income (88) (19) (88) 0 0% Net Expenditure 877 189 902 24 3% £000 £000 £000 £000 % Employee 1,094 213 1,054 (40) (4%) Property 2 0 2 0 0% Transport and Plant 24 4 24 (0) (0%) Supplies, Services and Admin 173 12 220 47 27% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,292 229 1,299 7 1% Income (743) (172) (747) (4) (1%) Net Expenditure 549 57 552 3 0% Environmental Health Legal Services/Trading Standards Licensing Planning Central Admin Support Page 43
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 907 211 923 16 2% Property 0 0 0 0 0% Transport and Plant 4 0 4 0 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 911 211 927 16 2% Income (17) (2) (17) 0 0% Net Expenditure 894 209 910 16 2% £000 £000 £000 £000 % Employee 1,616 381 1,589 (26) (2%) Property 1 0 1 0 0% Transport and Plant 8 5 14 6 81% Supplies, Services and Admin 280 45 280 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,905 432 1,885 (20) (1%) Income (61) 0 (40) 20 33% Net Expenditure 1,845 432 1,845 (0) (0%) £000 £000 £000 £000 % Employee 2,404 548 2,404 0 0% Property 2 0 2 0 0% Transport and Plant 3,155 1,945 3,137 (17) (1%) Supplies, Services and Admin 3 0 0 (3) (100%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 5,563 2,494 5,543 (20) (0%) Income (491) (17) (491) 0 0% Net Expenditure 5,072 2,477 5,052 (20) (0%) £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 0 1 1 1 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 0 1 1 1 0% Income 0 0 0 0 0% Net Expenditure 0 1 1 1 0% £000 £000 £000 £000 % Employee 309 64 244 (66) (21%) Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 6 2 6 0 3% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 315 67 250 (66) (21%) Income (35) 0 (16) 19 54% Net Expenditure 280 67 234 (47) (17%) Communications & Marketing Transactional Services Strategic People and Change Information Services Legal Fees & Settlement Page 44
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 1,518 346 1,509 (9) (1%) Property 0 0 0 0 0% Transport and Plant 0 0 0 (0) (100%) Supplies, Services and Admin 37 29 56 19 52% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,555 374 1,565 10 1% Income (209) 0 (214) (5) (2%) Net Expenditure 1,346 374 1,351 5 0% £000 £000 £000 £000 % Employee 224 51 223 (2) (1%) Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 0 0 1 0 111% Payments to Other Bodies 14 1 14 0 0% Other 0 0 0 0 0% Gross Expenditure 239 52 238 (1) (0%) Income 0 0 0 0 0% Net Expenditure 239 52 238 (1) (0%) £000 £000 £000 £000 % Employee 156 35 156 (1) (0%) Property 293 26 289 (4) (1%) Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 40 11 40 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 490 72 485 (5) (1%) Income (153) (67) (133) 19 13% Net Expenditure 337 5 352 15 4% £000 £000 £000 £000 % Employee 126 23 124 (2) (1%) Property 1,239 138 1,321 82 7% Transport and Plant 42 20 43 1 2% Supplies, Services and Admin 20 0 20 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,427 181 1,508 81 6% Income (233) 532 (233) 0 0% Net Expenditure 1,194 713 1,275 81 7% £000 £000 £000 £000 % Employee 1,334 305 1,341 7 1% Property 276 32 290 13 5% Transport and Plant 15 2 15 0 0% Supplies, Services and Admin 206 55 225 20 10% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,831 394 1,871 40 2% Income (11) (23) (33) (22) (195%) Net Expenditure 1,820 371 1,838 18 1% Performance & Strategy Office Accomodation Clydebank Town Hall Libraries Citizen Services Page 45
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 308 54 281 (28) (9%) Property 3 2 11 8 312% Transport and Plant 0 0 0 (0) (50%) Supplies, Services and Admin 34 0 34 0 0% Payments to Other Bodies 18 (9) 18 0 0% Other 0 0 0 0 0% Gross Expenditure 364 47 345 (19) (5%) Income (82) (10) (82) 0 0% Net Expenditure 282 37 263 (19) (7%) £000 £000 £000 £000 % Employee 4,241 930 4,101 (140) (3%) Property 113 20 113 0 0% Transport and Plant 110 1 110 0 0% Supplies, Services and Admin 1,873 269 1,869 (4) (0%) Payments to Other Bodies 29 12 29 0 0% Other 0 0 0 0 0% Gross Expenditure 6,365 1,231 6,221 (144) (2%) Income (1,309) (82) (959) 350 27% Net Expenditure 5,056 1,149 5,262 206 4% £000 £000 £000 £000 % Employee 2,174 446 1,957 (216) (10%) Property 239 47 239 (0) (0%) Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 17 4 17 (0) (1%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,431 497 2,215 (216) (9%) Income (322) (24) (253) 69 22% Net Expenditure 2,109 472 1,962 (147) (7%) £000 £000 £000 £000 % Employee 933 203 874 (59) (6%) Property 60 5 60 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 9 0 9 (0) (0%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,002 208 943 (59) (6%) Income (1,105) (290) (1,105) 0 0% Net Expenditure (103) (82) (162) (59) 58% Building Cleaning PPP Building Cleaning Arts and Heritage Catering Services Page 46
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 30 June 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Variance 2025/26 £000 £000 £000 £000 % Employee 2,810 545 2,452 (358) (13%) Property 44 20 44 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 12 1 12 0 2% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,866 566 2,508 (358) (12%) Income (83) 0 (83) 0 0% Net Expenditure 2,783 566 2,425 (358) (13%) £000 £000 £000 £000 % Employee 536 117 540 5 1% Property 0 0 0 0 0% Transport and Plant 2 0 2 (0) (21%) Supplies, Services and Admin (259) 16 (259) 0 (0%) Payments to Other Bodies 22 11 21 (0) (2%) Other 0 0 0 0 0% Gross Expenditure 300 143 304 4 1% Income (20) (15) (15) 5 25% Net Expenditure 280 128 289 9 3% £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 0 0 0 0 0% Payments to Other Bodies 4,833 1,971 4,833 (0) (0%) Other 0 0 0 0 0% Gross Expenditure 4,833 1,971 4,833 (0) (0%) Income (739) (641) (739) 0 0% Net Expenditure 4,094 1,330 4,094 (0) (0%) £000 £000 £000 £000 % Employee 0 0 0 0 0% Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 35 3 35 0 0% Payments to Other Bodies 78 0 69 (10) (12%) Other 0 0 0 0 0% Gross Expenditure 114 3 104 (10) (8%) Income (86) 0 (86) 0 0% Net Expenditure 28 3 18 (10) (34%) Facilities Assistants Facilities Management Leisure Management Events Page 47
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Revenues & Benefits 2,408 2,846 438 18% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Office Accommodation 1,194 1,275 81 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,056 5,262 206 4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 2,109 1,962 (147) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning PPP (103) (162) (59) 58% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,783 2,425 (358) -13% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Favourable variance This service provides cleaning services to PPP schools. There is a favourable variance against employee costs as a result of vacancies. None. Favourable variance This service provides Facility Assistants throughout WDC buildings. There is a favourable variance against employee costs as a result of vacancies. Catering Services across WDC Adverse variance This service provides cleaning services across all council buildings. None. Favourable variance There is a favourable variance against employee costs as a result of vacancies. None. None. There is a favourable variance against employee costs as a result of vacancies. This has been offset by an adverse variance against income. The income budget was overstated and includes £350k which was also shown within General Revenue Grant income. This has been highlighted as a 2026/27 budget pressure in the June 2025 Finance Update to Council. Provision of Shared Office Accommodation. The adverse variance is attributable to higher than anticipated electricity costs versus budget. None. Adverse variance This adverse variance is fully offset by the use of earmarked reserves: £374k in relation to the Social Welfare Fund and £53k DWP funding, that was part of the 24/25 Scottish Government revenue funding which was carried forward for use into 25/26. Both reserves will be fully utilised in year. 30 June 2025 Budget Details Variance Analysis Variance The service provided by this area deal with benefits, council tax and debt recovery. None required. Adverse Variance Page 48
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 1 Charging for Pre application advice RR09 A Douglas 5 5 - 2 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - 3 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - 4 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - 5 Registrars RR09 A Douglas 18 18 - 6 Building Standards A Douglas 10 10 - 7 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - 8 Remove Members’ Secretary RR04 A Douglas 22 22 - 9 Reduce Trading Standards team RR17 A Douglas 14 14 - 10 Reduce Records Management team RR18 A Douglas 14 14 - 11 Close Clydebank Registration Office RR19 A Douglas 8 8 - 12 Combine dog warden & pest control posts RR10 A Douglas 38 38 - 13 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - 14 Antonine wall RR12 A Douglas 27 27 - 15 Review environmental health RR13 A Douglas 35 35 - 16 Development planning & placemaking RR20 A Douglas 55 55 - 17 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - 18 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - 19 Increase events income CCF05 A Graham 8 8 - 20 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - 21 Reduce Highland Games Spend CCF01 A Graham 15 15 - 22 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - 23 Reduce Community Engagement Budget CCF11 A Graham 22 22 - 24 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - 25 Review Facilities Mgt Operating Model CCF04 A Graham 300 300 - 26 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - Page 49
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 27 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - 28 Reduce Corporate Debt team RES06 L Slavin 44 44 - 29 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - 30 Review of Capital Programme RES06 L Slavin 66 66 - 31 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - 32 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - 33 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - 34 Remove counselling and physio PT10 V Rogers 9 9 - 35 Remove telephone survey CCF13 V Rogers 9 9 - 36 Performance and Strategy Budget Efficiencies CCF15 V Rogers 9 9 - 37 Reduce design budget CCF16 V Rogers 12 12 - 38 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - 39 People & Change Team Restructure PT14 V Rogers 62 62 - 40 Organisational Development Reduction PT15 V Rogers 60 60 - 41 Outsource Print Room function PT18 V Rogers 25 25 - 42 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 1,350 1,350 - Page 50
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Corporate Services Committee – 13 August 2025 ___________________________________________________________________ Subject: Corporate Services Capital Budgetary Control Report to 30 June 2025 (Period 3). 1. Purpose 1.1 This report provides an update on the Corporate Services capital programme to 30 June 2025. 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2025/26 capital budget for Corporate Services ii) Note that the project life total is currently on track. 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/2026 to 2033/34. The three years from 2025/26 to 2027/28 were approved in detail with the remaining years being indicative. The budget agreed under the auspice of Corporate Services Committee was £4.078m for 2025/26 and £29.301m for the project life budget. 4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 3. Exhibit 1: Revised Capital Budget as at 30 June 2025. 2025/26 (£m) Project Life (£m) Corporate Services Capital Budget Agreed 5 March 2025 4.078 29.301 Reprofiling from 2024/25 0.133 (0.094) New Approved Budget at Period 3 4.211 29.207 4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer ITEM 12 Page 51
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Appendix 2 – Projects Off Track – not required for period 3 as there are no off track projects to report. Appendix 3 – Changes to Capital Plan for Noting – not required for period 3 Appendix 4 – All Projects 4.3 The overall program summary report at Appendix 1 shows that planned expenditure against the budget agreed 5 March 2025 is on track. 4.4 Appendix 4 shows all projects with approval in year and project life budgets as well as anticipated expenditure. It highlights that the 2025/26 budget is £4.211m with current forecast spend of £4.211m. The spend as at period 3 is (£0.285m) of the current forecast spend of £4.211m. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation Page 52
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11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. Laurence Slavin Chief Officer – Resources Date: 21 July 2025 ________________ Person to Contact: Lynsey Dickson Council Offices, Church Street, Dumbarton E-mail: lynsey.dickson@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2 - Off Track Projects – not required at P3 Appendix 3 - Changes to Capital Plan for Noting – not required at P3 Appendix 4 - All Approved Projects Background Papers: General Services Capital Plan Update - Council 5 March 2025. Wards Affected All Wards Page 53
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Summary at Period 3 Appendix 1 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 16,308 16,308 - 7 0 Citizen, Cultural and Facilities 3,173 3,173 - 2 0 Regulatory and Regeneration 33 33 - 1 0 People and Transformation 9,693 9,693 - 4 0 Total 29,207 29,207 0 14 0 Page 54
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All Projects Approved at P3 Appendix 4 Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 1 Valuation Joint Board - Requisition of ICT Equipment 31 March 2028 31 March 2028 30 17 4 9 30 0 4 0 4 0 RES 2 Agresso Development 31 March 2026 31 March 2026 92 86 6 0 92 0 6 1 6 0 RES 3 Cost of Living 31 March 2026 31 March 2026 512 502 10 0 512 0 10 0 10 0 RES 4 Community Success Capital Fund 31 March 2026 31 March 2026 150 0 150 0 150 0 150 6 150 0 RES 5 Community Sports Success 31 March 2026 31 March 2026 250 10 240 0 250 0 240 0 240 0 RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 33 1,586 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 0 430 0 Total Resources 16,308 649 2,426 13,233 16,308 0 2,426 40 2,426 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 -415 0 0 CCF 2 Transformation of Infrastructure Libraries and Museums 31 March 2026 31 March 2026 375 375 0 0 375 0 0 0 0 0 Total CCCF 3,173 3,173 0 0 3,173 0 0 -415 0 0 RR 1 Legal Case Management System 31 March 2026 31 March 2026 33 0 33 0 33 0 33 0 33 0 Total Regulatory and Regeneration 33 0 33 0 33 0 33 0 33 0 P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 696 3,883 4,579 0 696 -3 696 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 95 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 -1 226 0 P&T 4 Development of Workforce Management System 31 March 2030 31 March 2030 298 0 93 205 298 0 93 0 93 0 Total P&T 9,693 757 1,752 7,184 9,693 0 1,752 91 1,752 0 Overall Total 29,207 4,579 4,211 20,417 29,207 0 4,211 -285 4,211 0 Full Project Life In Year Page 55
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 13th August 2025 Subject: Update on Voluntary Grants 2024/25 1. Purpose 1.1 This purpose of this report is to provide Members with an update on the voluntary grants administered and awarded by West Dunbartonshire Community & Volunteering Services (WDCVS) in 2024/25 in respect of Community Chest and Social Transport Support Funding Grants on behalf of the Council. 1.2 The report also provides information on the position regarding the Provost’s Fund and the Dumbarton Common Good Fund. 2. Recommendations 2.1 The Committee is asked to note the position of the grants paid out by WDCVS, the Provost’s Fund and the Dumbarton Common Good Fund. 3. Background 3.1 The Corporate Services Committee in March 2007 agreed that a report should be brought to Committee after each year-end, providing information with regards the grants approved during the financial year. 3.2 Community Chest and Social Transport Support Grants are administered by WDCVS. The Council continues to administer grants from the Dumbarton Common Good and the Provost’s Fund. 3.3 The Provost’s Fund was established in 1953 as the Burgh of Clydebank Provost’s Fund and in November 1998, it was determined that the Fund may be used to cover the whole of West Dunbartonshire. 4. Main Issues WDCVS Administered Funds 4.1 During 2024/25, the total budgets available and the amounts paid out in grants administered by WDCVS are noted below: ITEM 13 Page 57
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Group Type Total Budget £ Agreed Spend £ % Spent Community Chest 25,000 25,000 100% Social Transport Support 50,000 50,000 100% WDC funded total 75,000 75,000 100% Community Chest 4.2 The 2024/25 budget was set at £25,000 which was fully utilised in year; details of which are noted within Appendix 1. 4.3 In addition to the above, a number of organisations submitted funding applications and were referred by WDCVS to other funders. As a result of this, a further £386,885 of applications for funding was supported by WDCVS by re-routing applications to other sources as noted in Appendix 2. Social Transport funding 4.4 The 2024/25 budget was set at £50,000 which was fully utilised in year; details are provided within Appendix 3. Provost’s Fund 4.5 The Provost’s Fund was awarded an annual budget of £3,000 and together with a one-off contribution of £1,000 from the Community Wellbeing Fund, increased the total 2024/25 budget to £4,000. During 2024/25, activity totaling £3,250 occurred as noted in Appendix 4. Dumbarton Common Good 4.6 Dumbarton Common Good Fund made a total of 23 contributions during 2024/25 totaling £522,319 (91%) against a budget of £575,718, as detailed in appendix 5. 4.7 The main reason for the budget underspend was due to an underspend of £53,894 on Town Centre Management. This part of the budget has been devolved to the Regeneration Team for a number of years and it is anticipated that this balance will be fully spent within 2025/26. 4.8 At the Committee meeting on 5 February 2025, Members approved a new two stage assessment process for all applications to the Dumbarton Common Good Fund. Members also approved awards for 2025/26 on a single year basis. Officers will contact current beneficiaries to remind them to reapply for the financial year 2026/27. 5. Options Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. Page 58
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7. Financial and Procurement Implications 7.1 WDCVS paid out grants totaling £75,000 during 2024/25; fully utlising their budget. The Provost’s Fund spent £3,250; while the Dumbarton Common Good fund spent £522,319. 8. Risk Analysis 8.1 The Council must consider financial and reputational risks when considering grant applications. The financial risk is not only that the Council and Common Good Fund remain within budget, but also that the organisations funded by the Council and the Common Good Fund are both viable in the long term and comply with the Conditions of Grant which cover issues such as discrimination, health and safety, insurance, etc. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 Legal and Financial Officers have been consulted in preparing this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Councils Strategic Plan. 12.2 Payment of voluntary grants contributes to improvements in life changes for children and young people, care for elderly and the wellbeing of communities. . Laurence Slavin Chief Officer, Resources Date: 13 August 2025 Person to Contact: Janine Corr, Finance Business Partner, Church Street, Dumbarton Email: janine.corr@west-dunbarton.gov.uk Page 59
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Appendices: Appendix 1 : Breakdown of Community Chest 2024/25 Appendix 2 : Organisations supported by WDCVS to attract external funding in 2024/25 Appendix 3 : Breakdown of Social Transport Grants 2024/25 Appendix 4 : Breakdown of the Provost Fund Grants 2024/25 Appendix 5 : Breakdown of Dumbarton Common Good Grants 2024/25 Background Papers: Grant application summary information Individual group grant applications Wards Affected: All wards Page 60
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Appendix 1 Community Chest Grant Scheme 2024-25 Budget Pot £25,000 Sum Awarded £25,000 Purpose Award Made WD Youth Council Summer holiday programme £1,500.00 Double L Centre Community Facility running costs £4,000.00 Clydebank East Community Council Community Engagement activity £1,000.00 Kinship Carers West Dunbartonshire Summer holiday programme £2,000.00 WD Sports Club Running Costs £4,000.00 Clydebank Group Holidays Holiday provision for children and families £2,000.00 WDEMA Running Costs - office hire £3,500.00 Bankie Talk Running Costs £3,000.00 Vale of Leven Amateur Football Club Pitch Fees £1,500.00 Whitecrook Community Action Group Running Costs £2,500.00 £25,000.00 Grants Given By Category: Disability/Care Organisations £5,000.00 Community Facilities £8,500.00 Older People £0.00 Playschemes/Childcare £0.00 Sport £5,500.00 Justice/Equalities £3,500.00 Leisure/Recreation £2,500.00 £25,000.00 Grants Given By Area: Dumbarton £0.00 Clydebank £12,500.00 Vale of Leven £1,500.00 Milton/Bowling/OK £0.00 WD wide £11,000.00 £25,000.00 Page 61
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Appendix 2 Potential Applicants Re-routed to alternative funding Applications By Category: Disability/Care Organisations £103,010.00 Community Facilities £39,600.00 Older People £75,400.00 Playschemes/Childcare £31,945.00 Sport £24,980.00 Justice/Equalities £48,750.00 Leisure/Recreation £63,200.00 £386,885.00 Applications By Area: Dumbarton £62,010.00 Clydebank £87,640.00 Vale of Leven £39,730.00 Milton/Bowling/OK £9,900.00 WD wide £187,605.00 £386,885.00 Page 62
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Social Transport Grant Scheme Awards 2024-25 Appendix 3 Group Name Award Age Concern VOL/Dalmonach Caravan £2,000 Available Budget £50,000 Get Up and Go Youth Group £5,000 Awarded £50,000 Vale of Leven Arthritis Club £4,000 Unallocated £0 Dumbarton & District MS £4,000 Manage Your Pain £2,500 Clyde Shopmobility £1,000 50+ Walking Group £1,000 Levenvale Older Peoples Welfare £1,000 50-60 Club £1,000 DDDCF £2,000 Unity Enterprise £2,000 BIEN £2,500 Faifley Art Group £200 Bellsmyre Development Trust £2,000 Clydebank Stroke Club £4,000 DDWA £2,000 WDEMA £1,000 Kinship Carers WD £2,000 St Josephs Senior Citizens £1,000 Flourishing Faifley £500 v-Befriend £3,000 WD Epilepsy Support Group £1,000 WD Youth Council £500 Carers of West Dunbartonshire £3,000 Clydebank Group Holidays £1,800 £50,000 Page 63
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Provost Fund Awards 2024/25 Appendix 4 Amount Vale of Leven Academy - Pipe Band Stall 200.00 Jaimie Singleton 100.00 Goldenhill Primary Parent Council 200.00 South Eastern Divison Guide Association 300.00 Vale Of Leven Remembrance Day Association 600.00 Hunter School Of Dance 200.00 Flourishing Faifley 600.00 Skylark Ix Recovery Trust 300.00 Parkhall North Kilbowie and Central Community Council 500.00 Kinship Carers Support Group 250.00 3,250.00 Page 64
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DUMBARTON COMMON GOOD FUND APPENDIX 5 Statement of Income & Expenditure 2024/25 2024/25 Revised Budget Actual Variance Description £ £ £ Alcoholics Anonymous - Grant for Property 24,997 26,438 1,441 Alternatives 5,000 5,000 - Bellsmyre Digital Project 35,602 35,602 - Bellsmyre Development Trust 36,000 36,000 - Christmas Lights 15,000 15,000 - Dumbarton Senior Citizens 10,000 10,000 - Dumbarton Fireworks 12,864 12,864 0 Town Centre Management - Capital & Revenue 142,547 88,653 53,894- Rockvale Rebound - Rent 2,630 2,630 - Scottish Maritime Museum 50,000 50,000 - Small Grants 7,000 - 7,000- West Dunbartonshire Citizen's Advice Bureau 40,000 40,000 - Central Admin Allocation 45,342 43,929 1,413- Vacant Property Costs in relation to Overburn Ave 31,494 31,461 33- Estates Dept - Management Fee 10,840 10,840 - WD Community Foodshare 18,403 17,403 1,000- Dumbarton library resources 10,000 10,000 - Pipe Band Championships 50,000 50,000 - Food For Thought SCIO 15,000 15,000 - Corra Foundation 13,000 13,000 - Dalreoch United Free Church (Women's Fellowship) - - - Dumbarton Riverside Football Club 2,000 2,000 St Augustine's Episcopal Church 6,500 6,500 Total Expenditure 575,718 522,319 - 53,399 Page 65
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 18 August 2025 __________________________________________________________________________________ Subject: Grant Application to Dumbarton Common Good 1. Purpose of Report 1.1 The purpose of this report is to provide Members with details of one grant application to Dumbarton Common Good for consideration. 2. Recommendations 2.1 The Committee is asked to approve a one off grant to The 2 Rivers Children’s Book Festival planning group of £5,360. The grant will be used to promote, plan and host the first year of a Book Festival. 3. Background 3.1 Dumbarton Common Good Fund grants are administered by West Dunbartonshire Council and are reported to the Committee as and when applications are received. 3.2 The value of the fund as at 31 March 2025 was £367,828 as per draft accounts. 4. Main Issues Grant Applications to Dumbarton Common Good 4.1 Appendix 1 summarises the aims of The 2 Rivers Book Festival Planning Group and the purpose of the grant. The group have requested a one off grant of £5,360. 4.2 Having been assessed against the criteria approved by the Corporate Services Committee on 5 February 2025, the application has been given a score of 20 out of 25, meaning a high impact grading and the recommendation for Committee to approve full payment of the sum requested. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. ITEM 14 Page 67
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7. Financial and Procurement Implications 7.1 It is recommended that Members agree to the one off grant funding of £5,360 to The 2 Rivers Book Festival Planning Team. 8. Risk Analysis 8.1 The Council must consider financial and reputational risks when considering grant applications. The financial risk is not only that the Council and Common Good Fund remain within budget, but also that the organisations funded by the Council and the Common Good Fund are both viable in the long term and comply with the Conditions of Grant which cover issues such as discrimination, health and safety, insurance, etc. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 Legal and Financial Officers have been consulted in preparing this report. 11.2 All organisations are consulted regarding recommendations of grant prior to the report being submitted to Committee. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Councils Strategic Plan. Laurence Slavin Chief Officer, Resources Date: 18 August 2025 ___________________________________________________________________ Person to Contact: Janine Corr, Finance Business Partner, Church Street, Dumbarton, Email: janine.corr@west-dunbarton.gov.uk Appendices: Appendix 1 – Details of grant application from The 2 Rivers Children’s Book Festival Page 68
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Background Papers: Grant application summary information Individual group grant applications Wards Affected: Ward 3 Page 69
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Appendix 1 Dumbarton Common Good Fund for consideration by Corporate Services Committee on 13th August 2025 (2025/26) Organisation Purpose of organisation Purpose of grant Recommendations Date of Stage 1 Assessment: 18/07/25 Date of Stage 2 Assessment: 21/07/25 Score: 20/25 High One off or Recurring: One off Financial Year: 25/26 Grant Request: £5,360 The 2 Rivers Book Festival Planning Team. (A Voluntary, unincorporated community group of 3 members, set up to plan the 2 Rivers Children’s Book Festival in Dumbarton). The aims of the Group are: - To organise and deliver the annual 2 Rivers Children’s Book Festival in Dumbarton, Scotland. - To promote children’s literacy, creativity, and love of reading through free, inclusive festival events. - To support and work in partnership with local schools, libraries, authors, and community organisations. - To ensure access to cultural opportunities for children and families in Dumbarton and surrounding areas. Funding from Common Good would be used to promote, plan and host the first year of the Book Festival. Marketing costs would include both print and online advertising; event costs would include author, illustrator and storyteller fees and expenses; volunteer expenses; Disclosure Scotland fees; art materials; venue hire, banners, programmes and other promotional materials such as customised ‘selfie frames’ designed by the illustrators taking part in the event and insurance. The aim of the book festival is to encourage a lifelong love for reading by making books fun, relevant and accessible. The aim is to inspire and support healthy reading habits for children and their families, this can have significant benefits not only in terms of improved academic attainment but also general wellbeing. Supports WDC’s Strategic Priority of creating communities that are Resilient and Thriving. Officer Recommendation: Approval – £5,360 Page 70