Document Pack - Corporate Services Committee 12 11 25 (Bookmarked)
West Dunbartonshire Council · 12 November 2025
Back to Corporate Services Committee — 12 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Corporate Services Committee Date: Wednesday, 12 November 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 Chief Executive Chief Officers Date of issue: 30 October 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, 12 NOVEMBER 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 13 August 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 18 September 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 PROPOSAL TO COMMENCE CONSULTATION ON WEST 17 – 44 DUNBARTONSHIRE LIBRARY SERVICES Submit report by the Chief Officer – Citizen, Culture and Facilities seeking approval to launch a public consultation and engagement exercise on West Dunbartonshire Library Services to ensure its delivery model remains the most appropriate for meeting the Council’s strategic priorities and continues to be fit for purpose, efficient, financially sustainable, and responsive to public need. 9 PROPOSAL TO COMMENCE CONSULTATION ON 45 – 69 SERVICES PROVIDED BY WEST DUNBARTONSHIRE LEISURE TRUST Submit report by the Chief Officer – Citizen, Culture and Facilities seeking approval to commence a formal consultation and engagement exercise on the services provided by West Dunbartonshire Leisure Trust, providing an opportunity to review the effectiveness, accessibility, and sustainability of the Trust’s services and ensure the current delivery model remains the most appropriate for meeting the Council’s strategic priorities in leisure, health, wellbeing, and community development. 10 JOB EVALUATION POLICY AND PROCEDURE 71 – 104 Submit report by the Chief Officer – People and Technology providing an update on changes and seeking approval for the revisions to the Job Evaluation Policy and Procedure. 11 WEST DUNBARTONSHIRE COUNCIL POLICY STATEMENT – 105 – 178 LOCAL GOVERNMENT PENSION SCHEME (SCOTLAND) REGULATIONS 2018 Submit report by the Chief Officer – People and Technology providing details of the review and summary of changes in relation to the Local Government Pension Scheme (Scotland) Regulations 2018 employer discretions. 12 CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN – 179 – 194 2025/26 MID-YEAR PROGRESS Submit report by the Chief Officer – Citizen, Culture and Facilities setting out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan 2025/26. 13/ Page 4
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13 PEOPLE AND TECHNOLOGY DELIVERY PLAN 2025/26 – 195 – 205 MID-YEAR PROGRESS Submit report by the Chief Officer – People and Technology setting out the mid-year progress of the People and Technology Delivery Plan 2025/26. 14 REGULATORY AND REGENERATION DELIVERY PLAN 207 – 229 2025/26 – MID-YEAR PROGRESS Submit report by the Chief Officer – Regulatory and Regeneration setting out the mid-year progress of the Regulatory and Regeneration Delivery Plan 2025/26. 15 RESOURCES DELIVERY PLAN 2025/26 – MID-YEAR 231 – 245 PROGRESS Submit report by the Chief Officer – Resources setting out the mid-year progress of the Resources Delivery Plan 2025/26. 16 CORPORATE SERVICES REVENUE BUDGETARY 247 – 262 CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the revenue financial performance 31 August 2025 of those services under the auspices of the Corporate Services Committee. 17 CORPORATE SERVICES CAPITAL BUDGETARY 263 – 268 CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 August 2025. 18 DUMBARTON COMMON GOOD APPLICATIONS 269 – 276 Submit report by the Chief Officer – Resources providing details of the Dumbarton Common Good grant applications for consideration, proposing changes to the eligibility criteria and introducing more robust safeguarding measures. 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, 13 August 2025 at 2.00 p.m. Present: Councillors Ian Dickson, Fiona Hennebry, David McBride, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan and Clare Steel. Attending: Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Michelle Lynn, Asset Manager; Karen Shannon, Section Head – Financial, Administration & Control; Arun Menon, Business Support Manager; Janine Corr, Business Partner – Resources; Alison McBride, Strategic People & Change Manager; Lauren Crooks, Strategic Communication, Culture & Performance Manager; Michael McDougall, Manager of Legal Services; and Scott Kelly, Committee Officer. Apology: An apology for absence was intimated on behalf of Councillor Kevin Crawford. 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 21 May 2025 were submitted and approved as a correct record. MINUTES OF JOINT CONSULTATIVE FORUM The Minutes of Meeting of the Corporate Services Committee held on 3 June 2025 were submitted and all decisions contained therein were approved. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. PROVISION OF BANKING SERVICES A report was submitted 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. Having heard the Chief Officer – Resources and the Section Head – Financial, Administration & Control in further explanation of the report and in answer to Members’ questions, the Committee agreed to approve 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 to delegate 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, and that any extension should be discussed with the Convener before being progressed. PAYMENT PROCESSING SERVICES A report was submitted 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. Having heard the Chief Officer – Resources, the Chief Officer – Regulatory and Regeneration, and the Section Head – Financial, Administration & Control in further explanation of the report and in answer to Members’ questions, the Committee agreed:- Page 8
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(1) to approve 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, and that any extension would be discussed with the Convener before being progressed; and (2) to note the direct award of the Merchant Card Acquiring Service to Worldpay. REAL LIVING WAGE ACCREDITATION – UPDATE A report was submitted by the Chief Officer – People and Technology presenting options associated with Real Living Wage accreditation and the anticipated consequential costs for the Council. After discussion and having heard the Chief Officer – Regulatory and Regeneration and the Strategic People & Change Manager in further explanation of the report and in answer to Members’ questions, Councillor McBride moved:- That the Committee agrees to note the report from the Chief Officer – People and Technology. Committee also notes that currently we pay the Scottish Local Government Living Wage which is currently £13.06 per hour compared to the Real Living Wage of £12.60 per hour. In addition, the two-year pay deal means that the Scottish Local Government Living Wage hourly rate in 2026 will increase to £13.52 an hour which is still above the projected Real Living Wage of £13.10 referred to in serial 4.3 of the report. So there would be no further impact in 2026/27. The new rate for the Real Living Wage is announced in September/October each year and can be implemented at the start of the financial year in April. Given the uncertainty, the Committee agrees to continue the decision until the Council Budget setting next year and invites councillors to consider the Real Living Wage Accreditation as part of their budget proposals. As an amendment, Councillor Dickson moved:- That the Committee agrees:- (1) to note the assumptions contained in tables 1 and 2 of the report; and (2) to approve the option to proceed with accreditation, with the real living wage rate applied on 1 April each year. Page 9
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Councillor O’Neill then seconded the motion and Councillor Scanlan seconded the amendment. On a roll call vote being taken, 4 Members voted for the amendment, namely Councillors Dickson, Oxley, Pollock and Scanlan, and 7 Members voted for the motion, namely Councillors Hennebry, McBride, McGinty, O’Neill, Martin Rooney, William Rooney, and Steel. The motion was accordingly declared carried. CORPORATE SERVICES REVENUE BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted 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. Having heard the Chief Officer – Resources, the Committee agreed to note the contents of this report which showed that the revenue account was currently projected to overspend against budget by £0.172m (0.43% of the total budget) at the year-end. CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 30 June 2025. The Committee agreed:- (1) to note the current position of the 2025/26 capital budget for Corporate Services; and (2) to note that the project life total was currently on track. UPDATE ON VOLUNTARY GRANTS 2024/25 A report was submitted 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 10
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After discussion and having heard the Chief Officer – Resources in answer to a Members’ questions, the Committee agreed to note the position of the grants paid out by WDCVS, the Provost’s Fund and the Dumbarton Common Good Fund. GRANT APPLICATION TO DUMBARTON COMMON GOOD A report was submitted 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. After discussion and having heard the Chief Officer – Resources in further explanation of the report and in answer to Members’ questions, the Committee agreed to approve a one-off grant of £5,360 to The 2 Rivers Children’s Book Festival planning group which would be used to promote, plan and host the first year of the Festival. The meeting closed at 2.55 p.m. Page 11
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JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in the Council Chambers, Civic Space, 16 Church Street, Dumbarton on Tuesday, 18 September 2025 at 2.00 p.m. Present: Councillors David McBride, Martin Rooney and Gordon Scanlan; Claire Mackenzie (SSTA); Michael McCallion (EIS); David Scott (GMB) and Connor Farmer (UNITE). Attending: Victoria Rogers, Chief Officer – People and Technology; Gail Macfarlane, Chief Officer – Roads & Neighbourhood; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Claire Cusick, Senior Education Officer – Services for Children and Young People; Louise Hastings, Strategic People and Change Manager; Michael McDougall, Manager of Legal Services (Legal Officer); and Natalie Roger, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Michelle McGinty, Lawrence O’Neill and Chris Pollock; Susan Shannon, Gillian Bannatyne and David Smith (Unison); Annmarie Carrigan and John Wagner (GMB); Mick Dolan (EIS); Peter Hessett, Chief Executive; Peter Barry, Chief Officer – Housing; Lesley James, Head of Children’s Health, Care and Justice Services (Chief Social Work Officer); Margaret Jane Cardno, Head of Strategy and Transformation; John Duffy, People, Quality & Governance Lead and Beth Culshaw, Chief Officer – HSCP APPOINTMENT OF CHAIR, VICE CHAIR AND JOINT SECRETARIES The Legal Officer invited the Forum to consider, in terms of its constitution, a number of appointments for the next year and it was agreed:- (a) that a Chair of the Forum would be agreed between the Trade Unions and confirmed to Michael McDougall; (b) that Councillor David McBride be appointed as the Vice Chair of the Forum, for the Council Side; and (c) that Victoria Rogers, Chief Officer – People and Technology, be appointed as the Joint Secretary for the Council Side and the Trade Unions to confirm the Joint Secretary for the Trades Union Side. ITEM 6 Page 13
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In the absence of a Chair, and with the consent of the Trade Unions, it was agreed that Councillor McBride would chair the meeting. Accordingly, Councillor McBride assumed the Chair. 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 3 June 2025 were submitted and approved as a correct record. EQUALITIES MONITORING REPORT A report was submitted by the Chief Officer – People and Technology advising of employment equalities matters for the year 2024/25. After discussion and having heard the Chief Officer – People and Technology and the Strategic People and Change Manager in further explanation and in answer to Members’ questions, the Committee agreed note the contents of the report. TRADES UNION ISSUES The Forum noted that the Trades Union have not provided, in advance of the meeting, any issues that they wished to raise. PROGRAMME OF FUTURE MEETINGS The Forum agreed the following programme of future meetings:- Thursday, 11 December 2025 at 2.00 p.m. in the Council Chambers, Clydebank Town Hall. Thursday, 12 March 2026 at 2.00 p.m. in the Civic Space, 16 Church Street, Dumbarton. Thursday, 11 June 2026 at 2.00 p.m. in the Council Chambers, Clydebank Town Hall. Thursday, 10 September 2026 at 2.00 p.m. in the Civic Space, 16 Church Street, Dumbarton. Page 14
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VALEDICATORY CLAIRE MACKENZIE (SSTA) Councillor McBride, Chair, informed the Forum that this would be the last meeting that Claire Mackenzie (SSTA) would attend as she would soon be retiring from Council service. On behalf of the Forum, Councillor McBride thanked her for her contribution to the Forum and to West Dunbartonshire Council and wished her well. Thereafter, Councillor McBride congratulated Louise Hastings on her promotion to Strategic People and Change Manager. The meeting closed at 2.22 p.m Page 15
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture &Facilities Corporate Services Committee: 12 November 2025 ___________________________________________________________________ Subject: Proposal to Commence Consultation on West Dunbartonshire Library Services 1. Purpose 1.1 The purpose of this report is to seek approval to launch a public consultation and engagement exercise on West Dunbartonshire Library Services to ensure its delivery model remains the most appropriate for meeting the Council’s strategic priorities and continues to be fit for purpose, efficient, financially sustainable, and responsive to public need. The consultation outcomes will help inform future strategic decisions on service delivery. 2. Recommendations 2.1 It is recommended Committee: approves commencement of a stakeholder consultation to seek feedback on how Library Services are delivered now and in future notes the consultation document (Appendix 1) outlining the key themes and questions to be explored through the consultation process notes a report will be brought back to a future meeting of the Corporate Services Committee with the consultation findings and recommendations for future service delivery options. 3. Background 3.1 Demand for Council services, and the associated delivery costs, are increasing year on year with there being insufficient funding to absorb these increases. 3.2 The projected five-year cumulative gap between the money the Council needs to deliver services and the funding it receives is projected to be £54.4m. We anticipate savings of £8.9 million will be required in 2026/27 to help address that gap with further efficiencies in future years. 3.3 Consequently the Council needs to consider how best to meet the needs of communities within the reduced resources available. 3.4 Libraries remain a core public service, and the Council have a statutory duty to make them accessible and adequate for all. Given the scale of the Council’s financial challenge, income and expenditure in every service is being considered to consider sustainability and delivery moving forward. ITEM 8 Page 17
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4. Main Issues 4.1 West Dunbartonshire’s libraries support reading, literacy, lifelong learning, cultural engagement, and community wellbeing ensuring inclusive digital access and welcoming spaces for all. This is aligned with the Council’s strategic commitment of building resilient neighbourhoods and unlocking the potential of every resident. 4.2 West Dunbartonshire’s eight public libraries include three main branches in Alexandria, Dumbarton, and Clydebank which, alongside branches in Balloch and Dalmuir, offer six day a week opening. Satellite branches in Faifley, Duntocher, and Parkhall complement this offer on limited weekday hours. In Clydebank, the five branch libraries are within one mile of one another. Balloch is 1.8 miles from Alexandria Library which, in turn, is 3.7miles from Dumbarton Library. 4.3 School library provision is offered three days per week from locations within each of the five mainstream secondary schools in the area. 4.4 In addition the service incorporates a mobile library which delivers to communities fortnightly and calls in at more than 50 locations as well as schools and early years centres. There is also a free home delivery service for residents unable to visit libraries or the mobile library and an extensive online digital library available 24/7 reaching residents who might not otherwise access libraries. It offers eBooks, eAudiobooks, eMagazines and eNewspapers. 4.5 Through its branches, the service provides a safe warm space for citizens to spend time with staff available to signpost to essential services when required. The service continues to reduce barriers of engagement for all age groups by ensuring all events and activities remain free with no fines or charges relating to book borrowing. Activities in the service include Bookbug, Story Time, Baby Yoga, Knit and Knatter, Book Groups, craft activities for adults and children, Lego clubs, Summer Reading Challenge, Home Education Group, as well as offering free computer and device access, wifi, digital training and serving as a health hub within individual communities. 4.6 While the library service has 44,700 members (2024/25) only 12,804 (28.6%) have been active library members in the last year. The service issued 101,704 physical books (2024/25) and 143,478 electronic issues. The number of libraries in West Dunbartonshire per 20,000 of the population is 1.78 compared to the national average of 1.80 per 20,000. 4.7 The service has undergone a number of changes in recent years largely driven by the financial climate and a requirement to deliver savings. The annual budget for the library service is £1.8million, with an employee headcount of 54. (37.4 FTE). The most recent Local Government Benchmarking Framework figures (2023/24) demonstrate the cost per visit to Page 18
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the area’s libraries as £4.76 against a national average of £2.38. The 2024/25 figure is currently being calculated however, given the recent changes in the service including co-location of branches to merge within existing community facilities, it is anticipated this cost will have reduced. 4.8 Co-locating has decreased operating costs for libraries saving circa £100k per year in revenue and delivering capital receipts for the Council of circa £401k. Dalmuir, Balloch, Parkhall and Duntocher are now operating in premises alongside other services. Faifley Library co-located into a new community campus in October 2025. 4.8 The Local Government Benchmarking Framework also shows the percentage of adults satisfied with libraries in West Dunbartonshire over the period 2021/24 was 77.7% against a national average of 66%. 4.9 There has been significant capital investment within the library estate in recent years, principally the refurbishment of Clydebank Library and the restoration of Glencairn House in Dumbarton to create a new library and museum. 4.10 This year Dumbarton Library will relocate to Glencairn Library and Museum with the inclusion of a standalone Children’s Library. Library services and archives will relocate from Poplar Road into the former Dumbarton Library building which will be the base of the mobile and home delivery service and a publicly accessible heritage store. 4.11 A draft strategy for West Dunbartonshire Libraries 2026-2030 is under development and defines the purpose and priorities of libraries going forward aligned with the Council Strategic Plan and the Scottish Library Information Council’s national strategy. 4.12 Informed by a public consultation, responses attached as appendix 2, the strategy will set a framework for the service over the next four years, committing to maximising partnerships and resources and reflecting and supporting communities. 4.13 This strategy, currently in draft form and subject to further engagement through focus groups with staff and the public, will directly support the four key priorities set out in the Council Strategic Plan and commits to the following service priorities for the next four years: Strategic Aim 1: Reading and Learning Strategic Aim 2: Fostering Community Wellbeing Strategic Aim 3: Empowering Connections Strategic Aim 4: Sustainable Development and Innovation 4.14 The Council remains committed to providing a quality library service which continues to meet the needs of communities and our statutory responsibilities. Page 19
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With the strategy now defined in terms of the priorities of the service, it is proposed to enter a public consultation seeking residents views on how libraries services are provided now and in the future. The proposed consultation will help inform future decision making and ensure the service adapts to evolving need within the resources available to deliver sustainable services for our communities. 4.15 The consultation is in line with the Council’s Engaging Communities Framework and if approved will take the form of an online survey via the Survery123 platform over a 10-week period from 17 November to 25 January 2026. Findings will be published on the Council website and considered alongside other service data when developing any future proposals for service delivery. 4.16 The Council is committed to ensuring its library services continue to meet the evolving needs of local communities. As part of the outcomes of the consultation valuable insight will be provided into how libraries are used, what barriers exist to access, and which services and resources are most valued. This feedback as part of the consultation will be used to shape improvement plans and delivery, ensuring that library provision remains inclusive, sustainable, and aligned with community priorities. 5. People Implications 5.1 At this stage, the report’s primary purpose is to seek approval to commence a consultation, therefore, there are no immediate direct implications for staff. 6. Financial and Procurement Implications 6.1 There are no financial implications arising from the decision to undertake a consultation. Engagement with communities is a factor in demonstrating Best Value. 6.2 There are no procurement recommendations as a result of this report. 7. Risk Analysis 7.1 There are risks associated with the consultation and potential changes to service delivery, including the possibility of low public or staff engagement which could limit the effectiveness of the review. Financial pressures may constrain service improvements, and deferred maintenance risks could affect asset condition and safety. To mitigate these risks, a robust consultation plan will be implemented to maximise participation, ongoing communication with employees will be maintained, and any future financial or operational decisions will be carefully managed with appropriate oversight. 8. Equalities Impact Assessment (EIA) Page 20
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8.1 An EIA is attached at Appendix 3. The consultation process is planned to ensure maximum coverage and accessibility for residents. Additional support is made available on request to ensure it is specific to the requirements of the individual. 9. Consultation 9.1 Regulatory & Regeneration, Resources, Citizen, Culture and Facilities have been consulted on the contents of this report. 9.2 If the recommendations are approved, officers will implement a detailed consultation plan, including engagement with the public, staff, and key stakeholders, as outlined in the consultation document (Appendix 1). Throughout the consultation period, comprehensive information will be provided to ensure transparent and meaningful participation. Feedback received will be carefully considered and used to inform future delivery options, with a further report brought back to the Corporate Services Committee outlining the outcomes and proposed next steps. 10. Strategic Assessment 10.1 In alignment with the Council’s Strategic Plan 2022–2027, this report demonstrates that undertaking a comprehensive consultation on the services provided by library services supports the delivery of key priorities: Our Communities – Resilient and Thriving: The consultation aims to ensure leisure and community services are accessible, inclusive, and responsive to local needs, promoting health, wellbeing, and social cohesion across West Dunbartonshire. Our Economy – Strong and Flourishing: By exploring sustainable and financially viable service delivery models, the Council supports the efficient use of resources, helping to maintain affordable and high-quality leisure opportunities that contribute to a vibrant local economy. Our Council – Inclusive and Adaptable: The consultation reflects the Council’s commitment to transparent and participatory decision-making, engaging residents, staff, and partners to shape future service provision that is adaptable to changing demands and financial realities. Through this consultation, the Council reinforces its commitment to these strategic priorities, ensuring the long-term sustainability and effectiveness of library services in meeting the evolving needs of the community. Amanda Graham Chief Officer - Citizen, Culture and Facilities Date: 10 October 2025 Page 21
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Person to Contact: Amanda Graham Chief Officer - Citizen, Culture and Facilities Amanda.graham@west-dunbarton.gov.uk Appendices: Appendix 1 -Consultation question set Appendix 2 - Library Strategy Consultation response Appendix 3 - EIA Number 1337 Background Papers: N/A Wards Affected: All Council Wards. Page 22
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1 West Dunbartonshire Libraries Public Consultation 2025 (paper version) West Dunbartonshire Libraries are at the heart of our communities supporting reading, literacy, lifelong learning, cultural engagement, and community wellbeing as well as ensuring inclusive digital access and welcoming spaces for all. Demand for Council services, and the associated delivery costs, are increasing year on year with there being insufficient funding to absorb these increases. Consequently the Council needs to consider how best to meet the needs of communities within the reduced resources available To ensure library services continue to meet the evolving needs of local communities, we are seeking your feedback into how libraries are used, any barriers to access, and which services and resources are most valued. This feedback will be used to shape delivery, ensuring that library provision remains inclusive, sustainable, and aligned with community priorities. By submitting your responses, you are giving your consent for us to use the information you have provided. All responses will be treated in confidence in accordance with the General Data Protection Regulation (GDPR) / Data Protection Act 2018. Our full privacy statement can be found on our web pages: https://www.west-dunbarton.gov.uk/privacy/privacy-notice. Residents can complete the online survey or complete a paper copy available from their local library The survey will take up to 15 minutes to complete depending on the detail you provide in your response. The survey will remain open from 17th November until midnight 25th January 2026. Appendix 1 Page 23
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2 About you Before beginning the survey, please tell us about yourself: Are you a resident of West Dunbartonshire? Yes No Are you an employee of West Dunbartonshire Council? Yes No Are you a parent or carer of a young person(s) at school or nursery in West Dunbartonshire? Yes No What is your post code district? G13 G14 G60 G63 G81 G82 G83 Post code is not in West Dunbartonshire Which of the following describes you best? I am a homeowner I am a social rented tenant (i.e. council tenant or housing association) I am a privately rented tenant I live in residential care I live with parents or carers Other, please specify Page 24
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3 Visiting the Library Q1. Are you a member of West Dunbartonshire libraries? Please choose one option. Yes No Q2. How do you mainly access the library? Please choose one option. In-person Online Both Q3. How often do you visit a library in West Dunbartonshire? Please choose one option. Never Rarely Bi-monthly (every second month) Monthly Fortnightly Weekly Daily Q4. Please select the venues or facilities you use (tick all that apply) Alexandria Library Balloch Library Dumbarton Library Dalmuir Library Parkhall Library Clydebank Library Duntocher Library Faifley Library Mobile Library None Q5 How far do you usually travel to use library services Less than 1 mile 1-5 miles 5-10 miles 10-15 miles More than 15 miles Page 25
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4 Q6. What time of day do you visit the library? Please choose one option. Morning Afternoon After 4pm Q7. Is your local or preferred library open at a time which suits you best to visit? Yes No Q8. What time would suit you best to visit your local library? Please tick all that apply. Morning Afternoon After 4pm Q9. How could we support you to visit your local library more often? Enhance range of books on offer Amend opening hours (if selecting please state how you would like to see this amended) Increase activities for adults Increase activities for young people Increase activities for babies and toddlers Increase training opportunities Other, please specify Q10 In the past 12 months, which library services have you used? (tick all that apply) Borrowed books Borrowed e-books or audiobooks Borrowed DVDs or CDs Used computers or Wi-Fi Printing, photocopying, or scanning Attended events or workshops Used study or meeting spaces Accessed online resources (e.g., databases, learning platforms) Asked for help or advice from library staff Reserved or requested items from other libraries Page 26
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5 Participated in children’s activities (e.g., storytime) Other (please specify) Q11. Please indicate below in order of preference what your main reasons are for visiting a library (branch or school) ? Marking with 1 your main reason for attending, 2 on your secondary reason, and so on for any additional reasons. Q12. Libraries offer a range of services. Of these which do you feel should be prioritised. Please mark your top five. Book loan To read Research Study Access wifi Access PC or device Printing Attend activity Access training Social/meet people Group or club Support or signposting Other, please state: Physical library branches School libraries within area’s secondary schools Online library service Mobile library service Home delivery service Access to PCs, wifi and printing Activities focused on literacy and learning for young citizens such as Bookbug and Rhyme Time Activities focused on young people such as book club, reading challenges and Dungeons and Dragons Activities focused on adults such as author events, reading groups and craft activities Training on Digital, device and computers Health and Wellbeing access for adults such as hearing tests, dementia awareness and Near Me Hub Providing free space to community groups to meet Access training Providing safe, warm space in communities Page 27
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6 Q.13 What do you think is the most important aspect of the service offered by libraries? Please choose one option. Q14 If you couldn’t access your preferred library branch, where would you access provision? Please choose one option. Q15.Do you use the online library service? Please choose one option. Q16. If not, can you tell us why? Please choose one option. Didn’t know it existed Unsure what it offers Unsure how to access Don’t have way to access either device or mobile phone Not confident with ICT Q17. How could we support you to use libraries online? Please choose one option. More information on what it offers Support or signposting to other Council services Other, please state: Free access to books Supporting literacy and learning Free activities Access to PCs and wifi Providing community space Opportunity for social interaction Providing information, support and signposting Access to online library and digital books and publications Other, please state: Alternative branch (please specify Library online Alternative community facility Wouldn’t use libraries Other (please specify) Yes No Page 28
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7 More information on how to access Support on how to access More information on the catalogue of items available Access to a device Q.18 Do you use your school library? Yes No Q.19 What is the main reason for attending your school library? To borrow books For support and materials for research To study Safe, warm space Access to computer Other Q 20 If answering no to visiting your school library, is there anything which libraries could do would encourage you to visit? Q21. Co-location of libraries with other community facilities has been a way for the Council to reduce costs but retain local library access in communities. Have you visited a co-located branch? Q.22 To what extent do you agree with this approach to reduce costs? Q.23 If answering disagree, please specify which of the following alternatives to reduce cost of libraries you feel should be considered in future? Yes No Agree Partially agree Neither agree or disagree Disagree Page 29
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8 Prioritise maintaining the three main branch libraries (Clydebank, Alexandria, Dumbarton) Prioritise maintaining branches based on the communities with the greatest need such as deprivation Prioritise maintain current number of branches but reduce costs through reviewing opening times Prioritise maintaining number of branches and reduce costs through reducing activities, facilities within or other aspects of the service such as mobile library or school libraries Other Q24. If you feel there is another alternative way to reduce costs which should be considered, please detail below Q25. Do you use the mobile library? Please choose one option. Yes No Q26 What is your main reason for using the mobile library as opposed to visiting a branch library? Ease of access as stops close to my home Time of mobile visit suits best Nearest branch is too far to travel Mobility issues prevent me attending branch Other, please state Q27 Do you or someone you support use the library home delivery service provided for those unable to leave their home Yes No Q.28 What do you have delivered via the service Books Talking Books/Audio Books Page 30
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9 Large Print Books Q. 29 What benefit does the home delivery service provide for you, eg access to books and reading, social interaction, support, other ? Q.30 Considering all of the above, which area of the library service do you feel could be looked at in future given budgets are reducing? Q31.Do you have any other feedback on how the Council can encourage use of library services? Q32. Do you have any other feedback on how the Council can reduce costs within its library service Q33. Would you like to be involved in focus groups for the next stage of consultation? Yes No Page 31
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10 Q34. If yes, please provide your contact details (i.e. email address) Diversity Monitoring West Dunbartonshire Council is committed to ensuring that decisions take into account the needs of all people in West Dunbartonshire as fairly as possible. To help us do this we ask you to volunteer some information. The information you provide will be kept confidential and can't be linked back to you. It will be used to help make sure that everyone is treated fairly and that services are accessible. Please choose one option from each of the sections listed below. What age group are you part of? 10-15 16-24 25-34 35-44 45-54 55-64 65 and over How would you describe your Sex? Male Female Intersex I would describe my sex in another way How would you describe your religion or belief? No religion Buddhist Christian Hindu Jewish Muslim Sikh Other Do you consider yourself to have a disability according to the terms given in the Equality Act 2010? Page 32
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11 The Equality Act 2010 protects disabled people; it defines a person as disabled if they have a physical or mental impairment, which has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. Yes No How would you describe your ethnic group? White or white Scottish or white British White Irish White Polish White other African or African Scottish or African British Arab or Arab Scottish or Arab British Black or Black Scottish or Black British Caribbean or Caribbean Scottish or Caribbean British Chinese or Chinese Scottish or Chinese British Indian or Indian Scottish or Indian British Pakistani or Pakistani Scottish or Pakistani British Mixed/ Multiple ethnicities Other End of Survey Thank you for taking part. Page 33
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Libraries Strategy Consultation 2025 Engagement Summary 348 Survey Responses Received 92% (320) are existing library members 79% (274) from the public and 21% (72) from employees of WDC 30% are parents or carers of a young person at school or nursery in West Dunbartonshire 70% female 30% response from those aged 65 and over falling to a low of 7% aged 16-24. Highest response rates from G81, G82 and G83 Lowest response rate from G63, G13 and G14 Further engagement taking place in secondary schools, BSL Group and 103 survey respondents indicated they would like to be involved in focus group regarding the strategy. Highlights Supporting Current Provision 98% think the library is valuable to the future of their community 90% report it is easy to get to their local library 89% rated the physical space and facilities of the library they visit as excellent or good 93% responded that the library layout and design is easy to navigate 89% stated that they felt the library is accessible to all members of the community including those with disabilities or limited mobility 88% think the library supports literacy for them/family 94% normally find what they are looking for when they visit the library Themes to consider Opening hours: there were equal responses of preferred days to visit the library with a fairly equal split of morning and afternoon visiting times. However, majority of comments or reasons why people may visit a library other than their closest one is due to opening hours. Working people saying they would like more evenings and longer weekend opening. “I work Monday to Friday so the only times I can take my child is at weekends but the library is only open for a couple of hours on a Saturday. A longer opening time on a Saturday and/or Sunday opening would mean we could visit more.” Appendix 2 Page 35
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Accessibility: Of those who didn’t feel the library was accessible this mainly related to Clydebank and Dumbarton Libraries where there is not one entrance and accessible entrance isn’t well signposted. Parking issues also featured and the small size of some libraries Reasons for Visiting: Top five reasons are finding new books, relaxed environment, number of resources in one place, getting information and advice from staff, classes and activities Library Resources: 62% prefer to access books, newspapers, magazines via an in-person visit to the library. The most popular online resource offered is BorrowBox however 24% are not aware of the various online resources on offer Library Activities: 24% suggested an increase in activities and events for adults is required, followed by events for children and families and more access to health and wellbeing resources or activities. Greater awareness and promotion of activities/events is required. Digital Inclusion/Activities: suggestions received on more specific classes for older people in how to shop online, consumer information regarding energy costs, AI, social media, how to spot fake news and scam avoidance, short how-to videos Promotion and Marketing: many comments highlighting lack of awareness of activities/resources available. 63% of respondents suggested better engagement with community groups would help along with greater social media presence and attending community events. 55% of respondents suggested introducing an email newsletter Mobile Library: 8% of respondents use this service. many comments unaware of the service provision. Greater promotion is required for this and home delivery. Suggestions for improvement are more services available on board, different routes, timetable. “I have the mobile every 2 weeks, this is my connection to the community. I'd like to see other services use the mobile so mobile service has the same services activities as the other branches.”” Longer stops, Once a fortnight is ok but all of a sudden 4 weeks passes because I miss it”. Home Delivery: 27% respondents answered that they do use or may use this service in future School Libraries: 16% answered that they or their child accesses the school library however 26% responded that they don’t know. The most popular improvement suggested was for after/pre-school activities Page 36
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Selected General Comments; “Libraries are inspiring places. They provide a safe haven where access to information, computers and a world of literature is provided to all. They host learning activities, assist with information, books, printing and Internet access, etc, and have professional staff to provide support with finding what you need. They are brilliant locations for community projects to book as a meeting venue too as clients will feel safe attending there, and are a comfortable place to spend time reading as well. I can honestly say that the lives of myself and my children would have been catastrophically impacted if Libraries had not been consistently there for us over the years. For other families out there like mine, I sincerely hope that they will always be funded to be there for the community. They are so worth every penny spent for the wealth of contributions to change and growth in the community that they bring.” “Clydebank Library. It’s welcoming, warm and bright inside. Fantastic, inviting and topical book displays and there’s a community jigsaw which is a lovely touch. Comfy chairs too. It’s a great asset to WDC.” “I find WDC Libraries to be pretty innovative and really like the range of services they offer.” “I wasn't aware of most of the activities above even though I do visit Dalmuir, Clydebank & Dumbarton libraries fairly frequently so better visibility would be good. I also use the WDC library website, could advertise some of these activities on that forum.” “All the staff are welcoming, helpful and go out of their way” Page 37
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Assessment No 1337 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Citizen, Culture & Facilities Members Amanda Graham, Chief Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Library Services Consultation 2025-26 The aim, objective, purpose and intended outcome of policy The consultation on library services in West Dunbartonshire aims to engage the community to ensure the policy reflects the diverse needs of all residents. Its objective is to identify and address any barriers to access or participation across different groups, promoting equality and inclusivity. The purpose is to inform a fair and responsive policy that supports accessible, welcoming library services for everyone. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Library Services Feedback collated via community engagement with a range of groups, individuals and organisations across West Dunbartonshire has been considered. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Appendix 3 Page 39
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Residents of West Dunbartonshire, stakeholders, visitors to the area, council services, local business and any other consumers of Council services. Who will be/has been involved in the consultation process? Residents of West Dunbartonshire, stakeholders, visitors to the area, council services, local business and any other consumers of Council services. Page 40
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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 Different age groups require different approaches to engagement. For example, older people may face physical challenges that means they are unable to participate in digital engagement activity. It is important that we are cognisant of these impacts and build resilience into our consultation design to mitigate any access and participation issues. Increasing engagement with young people is a focus of the Council and this requires a different approach to address curriculum requirements, provide unique learning opportunities, skills for life and engagement that can be enjoyable and meaningful. Older people tend to be less digitally literate than younger people and may require additional support to use online engagement tools. Younger people tend not to engage with Council consultations and are often an underrepresented group. Positive, we will ensure that non digital participation in the consultation is made available, we will consult with equality groups and directly reach out to younger people. Disability The social model of disability identifies barriers are created by our society, which may be physical, organisational or attitudinal. Disability and access to leisure | Iriss Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation Page 41
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through the West Dunbartonshire Equality Forum. Gender Reassign Transpeople often feel marginalised and isolated as well as feeling discrimination. When young LGBTQ+ individuals see themselves reflected in literature, it can validate them and provide hope for their futures. 5 Ways Your Library Is a Vital Lifeline for Transgender Youth - Researchhub.blog Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation through the West Dunbartonshire Equality Forum. Marriage & Civil Partnership No impact identified. Pregnancy & Maternity Studies show the positive impact that leisure has on the mental and physical health for the mother and can lead to a healthier pregnancy and reduce the risk of complications. In 2023 there were 783 births in West Dunbartonshire. West Dunbartonshire - National Records of Scotland (NRS) Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation. Race There is increasing ethnic diversity of residents in West Dunbartonshire. Residents who do not speak English are less likely to participate in survey consultations which are written in English. Use of plain English is beneficial to all and especially those who do not have a good command of English. Positive, we will ensure that the survey uses plain English and that we will consult with equality groups that represent different ethnic groups. Religion and Belief Cross cuts with race Cross cuts with race Positive, we will ensure that the survey uses plain English and that we will consult with equality groups that represent different ethnic groups. Sex Women have a strong influencing role within their own families and therefore Summary of key findings: supporting women and girls to be active | Local Government Association Positive, we will ensure that we consult with a wide range of people to Page 42
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on the health and wellbeing of future generations. encourage a representative sample. Sexual Orientation Studies show that LGB people face additional barriers to participating in leisure activities largely due to homophobic discrimination and behaviours. OUTSPORT- RESEARCH_SCO_WEB.pdf 3.05% of people (16+) in West Dunbartonshire identified as LGB+ Scotland's Census 2022 - Sexual orientation and trans status or history – data for charts | Scotland's Census Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation through the West Dunbartonshire Equality Forum. Human Rights The Council must act in accordance with European Convention on Human Rights (ECHR) The Council is a duty bearer in terms of the Human Rights Act and ECHR We need to have regard to the United Nations Rights of the Child when thinking about how we communicate as this is relevant to 'Participation'. Younger people are underrepresented in engagement activity. Positive, we will ensure that younger people have the opportunity to participate in the consultation. Health It is widely acknowledged that participation in leisure activities has many positive benefits on both physical and mental health. Life expectancy in West Dunbartonshire for women and men is 79.2 and 74.3 years respectively, this is lower than the Scottish average. In 2023 the leading cause of death for males was heart disease, for women this was Demetia and Alzheimer’s disease. Positive, we will ensure that we explore opportunities to ensure that people in poorer health have the opportunity to participate in the consultation. Social & Economic Impact Many economically disadvantaged people in WD have poorer health outcomes. NOMIS NOLB Data Toolkit 2024 Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation. Page 43
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Cross Cutting WD has higher than Scottish and UK levels of deprivation and child poverty which has multiple negative outcomes for people living in poverty and with limited access to services. Poverty and trauma intersect with all protected characteristics. Intersectionality and multiple discrimination need to be taken into account. NOMIS NOLB Data Toolkit 2024 Positive, we will ensure that we explore opportunities to ensure that we reach a wide range of people. We will actively engage with the equality forum and other agencies that support disadvantaged people to encourage participation in the consultation. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? The information gathered from this consultation will help to inform any future service design of Library Services and performance will continue to be monitored through the Council's evaluation procedures. Please provide a meaningful summary of how you have reached the recommendation EIA 1337: The consultation is designed to ensure that all are able to participate without any barriers. We will ensure engagement is promoted to all underrepresented groups in order that we can gain a wider understanding of how people interact with our library service that will help us to design and shape library services. Page 44
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Citizen, Culture & Facilities Corporate Services Committee: 12 November 2025 _______________________________________________________________________________ Subject: Proposal to Commence Consultation on Services Provided by West Dunbartonshire Leisure Trust 1. Purpose 1.1 The purpose of this report is to seek approval to commence a formal consultation and engagement exercise on the services provided by West Dunbartonshire Leisure Trust (the Trust). The consultation will provide an opportunity to review the effectiveness, accessibility, and sustainability of the Trust’s services and to ensure the current delivery model remains the most appropriate for meeting the Council’s strategic priorities in leisure, health, wellbeing, and community development. The consultation outcomes will inform future strategic decisions on the Trust’s service delivery model, including options for redesign, investment, or alternative management arrangements. 2. Recommendation 2.1 It is recommended Committee: approves the commencement of a stakeholder consultation on the current and future delivery of leisure and community services operated by West Dunbartonshire Leisure Trust notes officers will prepare and implement a detailed consultation plan, setting out the scope, timeline, and engagement approach notes the consultation document (Appendix 1) outlining the key themes and questions to be explored as part of the consultation approves a detailed value for money and financial resilience review is undertaken notes a report will be brought to a future meeting of the Corporate Services Committee with the consultation and review findings and recommendations for future service delivery options notes this consultation will complement ongoing engagement with WDLT management, staff representatives, and community partners. 3. Background 3.1 The Trust was established in 2012 as an Arm’s Length External Organisation and registered charity. It operates under a Service Level Agreement with the Council to deliver a range of leisure and sport services, including management of sport and leisure facilities, community facilities, sports development, Active Schools, outdoor recreation facilities and events. ITEM 9 Page 45
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3.2 The Trust is governed by a Board comprising independent members, elected members, and staff representatives. The Council provides an annual management fee subject to annual review as part of the budget process. The Trust also generates income through memberships, admissions, and external funding. 3.3 The projected five year cumulative gap between the money the Council needs to deliver services and the funding it receives is projected to be £54.4m. We anticipate savings of £8.9 million will be required in 2026/27 to help address that gap with further efficiencies in future years. 3.4 In the current context of financial pressures, increasing energy costs, and changing public usage patterns post-COVID, it is timely to assess whether the Trust’s service model remains the most efficient and sustainable method of delivering high-quality, accessible leisure opportunities for all residents. 3.5 Historically, leisure and community facilities across West Dunbartonshire have experienced strong levels of attendance and participation, with consistent engagement from local residents, community groups, and partner organisations. Prior to the COVID pandemic, average annual attendances across leisure centres were approximately 809,000, with community centre occupancy levels averaging around 32%. However, the pandemic and associated restrictions significantly disrupted normal operations, leading to temporary closures, reduced capacity, and changes in user behaviour. Since reopening, overall attendance at leisure centres has gradually recovered and currently sits at approximately 808,000, (based on 2024/25 figures). Some facilities and programme areas of the Trust have shown stronger recovery than others such as outdoor recreation which has gone from 73,000 attendances to 138,000 attendances, this has been supported by the enhancement of the facilities at Mountblow. Community facility attendance post COVID has decreased from 299,000 to 169,000 however it should be noted during the period the number of facilities operated by the Trust also reduced from 12 to five. Shifts in working patterns, increased energy costs, and evolving lifestyle preferences have also influenced how residents use leisure and community services, with evidence of increased demand for flexible, low-cost, and health-focused activities. 4. Main issues 4.1 The Trust operates under increasing financial pressures from rising utility costs, inflation, and static or in some instances declining usage income, which threaten the long-term viability of services. It is recommended that, alongside the consultation, officers undertake a detailed value for money and financial resilience review. This should include exploring diversified income streams, potential efficiencies, and cost-saving initiatives without compromising service quality or accessibility. Establishing clear financial performance indicators will be essential for ongoing monitoring. 4.2 Analysis indicates disparities in service usage across geographic and demographic groups, with some vulnerable communities facing barriers to Page 46
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participation. The consultation should specifically target these groups to identify obstacles and gather their views. It is recommended the review incorporates a comprehensive equality and inclusion assessment, with recommendations for tailored programming, outreach, or transport solutions to enhance equitable access. 4.3 Many of the facilities operated by the Trust are ageing and require ongoing capital investment to address maintenance needs, modernisation, and compliance with health and safety standards. Current budget constraints and the existing arrangement, where repairs and maintenance are directed by the Trust, can limit the Council’s ability to manage its assets. This may also lead to deferred investment and further deterioration over time. As the Council retains ownership of these facilities, there is a need to review long- term asset planning in partnership with the Trust, including lifecycle costing, prioritisation of capital works, and alignment with funding opportunities and the Council’s net-zero commitments. A more integrated approach will help ensure the leisure estate remains safe, functional, financially sustainable and fit for purpose into the future. 4.4 The current governance structure of the Trust provides operational independence from the Council, but the review provides an opportunity to assess whether those governance arrangements continue to support transparency, strategic alignment, and public accountability. This includes evaluating the effectiveness of current performance reporting, the role of elected members, community representation, and whether the governance structures allow for timely and effective decision-making in response to changing demands and financial pressures. 4.5 Leisure services are a key contributor to wider Council objectives around health improvement, mental wellbeing, community cohesion, and reducing inequalities. The review will assess how well the Trust’s services and strategic plans align with national and local policy priorities, including the Council’s Local Outcome Improvement Plan, Active Scotland Outcomes Framework, and child and public health agendas. Ensuring the Trust’s activities are clearly contributing to these wider aims will help justify future levels of investment and support prioritisation of resources. 4.6 Within West Dunbartonshire, the successful transfer of certain community buildings to local groups has demonstrated the potential benefits of reducing the financial burden of maintaining underutilised or non- performing assets. These Community Asset Transfers or lease arrangements have enabled dedicated local organisations to take on the management and operation of facilities that are more closely aligned with community needs, while also unlocking external funding and volunteer resources not accessible to the Council or the Trust. These transfers have not only safeguarded valued local spaces but also reduced ongoing revenue pressures. 4.7 Several successful examples of Community Asset Transfers and lease arrangements are: Group Asset Benefit Delivered Page 47
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West Dunbartonshire Gymnastics Club West Dunbartonshire Activity Centre Allowed the club to continue to develop a dedicated gymnastics facility which they currently used. This not only secured the long- term future of a popular and growing sport but also ensured the continued use of a Council owned building, reducing the financial burden on local budgets. Old Kilpatrick Food Parcels Napier Hall Enabled the group to expand its work tackling food insecurity and supporting vulnerable residents in the community. The group has turned the building into a community hub, attracting volunteers and external funding while maintaining a vital service for local people Rock Community Church The Phoenix Enabled the group to repurpose the space into a vibrant centre offering a wide range of support services, youth activities, and community events. This has revitalised the building and ensured it continues to play a central role in serving the surrounding area Renton Craigandro Football Club Wylie Park Enabled the club to invest in and manage the grounds to better support youth and adult football programmes. The club's stewardship of the park has enhanced its usability and condition, strengthened community engagement, and reduced the Council’s direct maintenance responsibilities. The Antonine Trust Glenhead Community Centre Successfully preserved a valued community asset in Clydebank. The group has revitalised the facility, offering a diverse range of activities and services tailored to local needs. Through effective management and external funding, the centre continues to thrive, reducing the Council’s operational costs while strengthening community engagement. Looking ahead, the centre plans to expand its services by introducing a health café and Page 48
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childcare provision to further support the community. These examples evidence, where there is strong local capacity and a clear community benefit, asset transfer can deliver positive outcomes for both the Council and residents. They also highlight the potential for continued partnership with the third sector in managing and sustaining valued local facilities. Building on this success, further exploration of asset transfer or disposal, where appropriate, could support a more sustainable and community focused approach to the leisure and community estate. 4.8 It is proposed the Council undertakes a 12-week consultation commencing Monday 17 November 2025 through to Sunday, 8 February, encompassing public surveys, focus groups, staff engagement, and partner consultation. This process will also include a benchmarking review with other leisure trusts. Further details on the consultation approach and materials are set out in the consultation document attached as Appendix 1. Key consultation themes will include: Service accessibility and affordability Facility condition and investment priorities Service quality and satisfaction Value for money and financial transparency Alternative delivery options e.g. in-house management 4.9 The changes in usage patterns following COVID present both challenges and opportunities for the future delivery of community and leisure services. While some facilities and activities have returned to near pre-pandemic participation levels, others continue to operate below capacity, indicating a shift in how residents are engaging with local services. Factors such as increased financial pressures on households, altered work and lifestyle habits, and a growing preference for informal or flexible activity options have all contributed to these trends. It is therefore important that the Council and The Trust engage with communities and stakeholders to understand current needs, barriers to participation, and opportunities for improvement. The forthcoming consultation will help to shape how facilities and programmes can be better aligned with local demand, ensure best use of resources, and support the long-term sustainability of leisure and community provision across West Dunbartonshire. 5. People implications 5.1 At this stage, the report’s primary purpose is to seek approval to commence a consultation; therefore, there are no direct implications for staff at this time. Ongoing engagement with Trust management and staff representatives will be critical to ensure transparency, effective communication, and support throughout the consultation and any subsequent service redesign. The Council is committed to working collaboratively with all stakeholders to minimise any negative effects on employees while maintaining high-quality service provision to the community. Page 49
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6. Financial and procurement implications 6.1 The costs associated with the proposed consultation will be met from existing Council budgets, ensuring no immediate additional financial burden. Any future financial implications arising from changes to the leisure service delivery will be subject to separate Committee approval prior to implementation, allowing for appropriate scrutiny and budgetary control. 6.2 There are no procurement recommendations as a result of this report. Should the consultation identify the need for changes to service delivery models, any resultant procurement activities will be conducted in line with the Council’s Standing Orders and Procurement Regulations to ensure transparency and value for money 7. Risk analysis 7.1 There are risks associated with the consultation including the possibility of low stakeholder engagement which could limit the effectiveness of the review. Financial pressures may constrain service improvements, and deferred maintenance risks could affect asset condition and safety. Additionally, changes resulting from the consultation may impact staff morale and service continuity. To mitigate these risks, a robust consultation plan will be implemented to maximise participation, ongoing communication with staff will be maintained, and any future financial or operational decisions will be carefully managed with appropriate oversight. The consultation will also ensure alignment between the Trust’s governance and Council priorities to maintain transparency and accountability. 8. Equalities Impact Assessment (EIA) 8.1 An EIA is attached at Appendix 2. The consultation process is planned to ensure maximum coverage and accessibility for residents. Additional support is made available on request to ensure it is specific to the requirements of the individual. 9. Consultation 9.1 Regulatory & Regeneration, West Dunbartonshire Leisure Trust, Citizens, Culture and Facilities, and Resources have been consulted on the contents of this report. 9.2 If the recommendations are approved, officers will implement a detailed consultation plan, including engagement with the public, staff, and key stakeholders. Throughout the consultation period, comprehensive information will be provided to ensure transparent and meaningful participation. Feedback received will be carefully considered and used to inform future service delivery options, with a further report brought back to the Corporate Services Committee outlining the outcomes and proposed next steps. Page 50
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10. Strategic Assessment 10.1 In alignment with the Council’s Strategic Plan 2022–2027, this report demonstrates that undertaking a comprehensive consultation on the services provided by West Dunbartonshire Leisure Trust supports the delivery of key priorities: Our Communities – Resilient and Thriving: The consultation aims to ensure leisure and community services are accessible, inclusive, and responsive to local needs, promoting health, wellbeing, and social cohesion across West Dunbartonshire. Our Economy – Strong and Flourishing: By exploring sustainable and financially viable service delivery models, the Council supports the efficient use of resources, helping to maintain affordable and high-quality leisure opportunities that contribute to a vibrant local economy. Our Council – Inclusive and Adaptable: The consultation reflects the Council’s commitment to transparent and participatory decision- making, engaging residents, staff, and partners to shape future service provision that is adaptable to changing demands and financial realities. Through this consultation, the Council reinforces its commitment to these strategic priorities, ensuring the long-term sustainability and effectiveness of leisure services in meeting the evolving needs of the community. Amanda Graham Chief Officer – Citizen, Culture & Facilities Date: 10 October 2025 Person to Contact: Appendices: Appendix 1 – Consultation Document Appendix 2 – EIA 1338 Background Papers: Wards Affected: All Page 51
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WDLT sample consultation question set West Dunbartonshire Leisure Trust was established in 2012 to operate and manage leisure and sporting facilities and services on behalf of the Council. The Council is required to undertake periodic reviews of its partnership with the Trust and as part of this is seeking views on the area’s sporting and leisure facilities and services About you Before beginning the survey, please tell us about yourself: Are you a resident of West Dunbartonshire? Yes No Do you represent a community organisation that operates in West Dunbartonshire? Yes No Are you a parent or carer of a young person(s) at school or nursery in West Dunbartonshire? Yes No Are you an employee of West Dunbartonshire Council or West Dunbartonshire Leisure Trust? West Dunbartonshire Council West Dunbartonshire Leisure Trust What is your post code district? G13 G14 G60 G63 G81 G82 G83 Post code is not in West Dunbartonshire Appendix 1 Page 53
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Which of the following describes you best? I am a homeowner I am a social rented tenant (i.e. council tenant or housing association) I am a privately rented tenant I live in residential care Other, please specify 1. Awareness & Use Which one describes you best? An existing member of West Dunbartonshire Leisure Facilities Not a member but occasionally use West Dunbartonshire Leisure Facilities Not a member but frequently use West Dunbartonshire Leisure Facilities Previous member of West Dunbartonshire Leisure Facilities Use the West Dunbartonshire Leisure Trust venues on behalf of an organisation (e.g. school, community group, local sports club) In the past 12 months, which services have you used? (tick all that apply) Leisure centres / gyms Swimming pools Fitness classes Sports coaching / clubs or sports camps Active Schools programme Outdoor pitches, sports courts, tracks or pavilions Community Centres Denny Civic Theatre Bowling Clubs None Please select the venues or facilities you use (tick all that apply) Meadow Leisure Centre Clydebank Leisure Centre Vale of Leven Pool Alexandria Community Centre Concord Community Centre Denny Civic Centre Dalmonach Community Centre Dalmuir Community Centre HUB Community Centre Page 54
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Argyll Park Dillichip Park Dumbarton Common Pitches East End Park Synthetic Pitch John Brown Pitches Lusset Park Pitch William Street/Forepark Pitches Mountblow Pitches Posties Park Athletics Track Goldenhill Bowling Club Whitecrook Bowling Club None What most attracts you to using the existing leisure centre? (please select up to two options) It is convenient to access via parking/other modes of transport It is affordable There are a range of facilities available both indoor and outdoor I can combine my visit with other amenities (i.e. children’s classes) The programme of activities Other, please specify What most attracts you to using the existing community centres/outdoor sports facilities? (please select up to two options) It is convenient to access via parking/other modes of transport It is affordable There are a range of facilities available both indoor and outdoor I can combine my visit with other amenities (i.e. children’s classes) The programme of activities Other, please specify How often do you visit a facility? Daily Multiple times per week Weekly Fortnightly Monthly Every few months Twice a year Page 55
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Once a year Less than once a year What would encourage you to make more use of a facility? More flexibility in opening times e.g. earlier mornings/later nights Broader range of activities/classes Enhanced facilities e.g. equipment/playing surfaces Opening on public holidays Specific activities relating to age groups e.g.. toddlers, teenagers, older adults More variety of coaching/lessons for adults How important is it to you that a facility is within your local area? Very important Important Not very important I would not use a facility if it wasn’t within my local area How far do you usually travel to use a facility? Less than 1 mile 1-5 miles 5-10 miles 10-15 miles More than 15 miles How far would you be willing to travel to use a facility? Less than 1 mile 1-5 miles 5-10 miles 10-15 miles More than 15 miles Is the facility you mainly use the one closest to your home? Yes No If this is not closest to your home, why do you choose to use this one? Next to work/college/school Provides best facilities Page 56
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Particular class is only run at this venue To meet friends or to take part in a club event Other, please specify 2. Quality & Satisfaction How satisfied are you with the facilities/equipment you’ve used in a West Dunbartonshire Leisure Trust venue? Leisure centre Outdoor rec Community facility Very satisfied Satisfied Dissatisfied Very dissatisfied How satisfied are you with the cleanliness/maintenance of the West Dunbartonshire Leisure Trust venues? Leisure centre Outdoor rec Community facility Very satisfied Satisfied Dissatisfied Very dissatisfied How would you rate the value for money of services? Very good Good Average Poor Very Poor What leisure services do you think are delivered really well? Gym Swimming Fitness Classes Sports Pitches and Pavilions Bowling Clubs Community Centres Page 57
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Coaching/teaching programmes Other )please specify) 3. Accessibility How easy is it to access the services you want in terms of their location? Very easy Fairly easy Difficult Very difficult Do you find it easy to book an activity at a West Dunbartonshire Leisure Trust venue? Yes No How do you book? By telephone Online via booking form on website Via the app In person at a venue Are opening hours suitable? Yes No Do you agree that West Dunbartonshire Leisure Trust venues are accessible to all members of the community, including those with disabilities or limited mobility? Strongly agree Agree Disagree Strongly disagree Families with young children Disabled people Older people General public 4. Future Improvements What’s the single most important change you’d like to see? (select one option) Page 58
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More activities provided Better opening hours More affordable prices More activities for disabled people More activities for families Better timetabling of events Upgrade of equipment Improved booking arrangements Other, please specify How should West Dunbartonshire Leisure Trust prioritise its budgets? (please select 1 option) Prioritise equipment and other internal features Prioritise keeping pace with trends, such as for fitness classes Prioritise activities for families Prioritise activities for vulnerable groups Prioritise retaining number of venues/community facilities Other, please specify Please provide any other comments or feedback regarding West Dunbartonshire Leisure Trust venues Meadow Leisure Centre Clydebank Leisure Centre Vale of Leven Pool Alexandria Community Centre Concord Community Centre Denny Civic Centre Dalmonach Community Centre Dalmuir Community Centre HUB Community Centre Argyll Park Dillichip Park Dumbarton Common Pitches East End Park Synthetic Pitch John Brown Pitches Lusset Park Pitch William Street/Forepark Pitches Mountblow Pitches Posties Park Athletics Track Page 59
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Goldenhill Bowling Club Whitecrook Bowling Club Community asset transfers Community Asset Transfer is an established mechanism in West Dunbartonshire used to enable community ownership/leasing and management of publicly owned land and buildings. Have you heard of Community Asset Transfers? Yes No Not sure Do you think any of the West Dunbartonshire Leisure Trust venues should be considered for community ownership? Yes No Not sure Are there any facilities you think should be considered for community ownership? Please detail below Do you have any ideas of how the West Dunbartonshire Leisure Trust could provide services in the future? No Yes, please provide details Page 60
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Other leisure venues in West Dunbartonshire If you don’t use any of the West Dunbartonshire Leisure Trust venues but do use an alternative such as an independent gym or community space operated by another provider, please detail which facility. Please state why you prefer to use this venue More affordable More convenient location Better opening hours Provides activities I’m interested in Other, please specify Diversity Monitoring West Dunbartonshire Council is committed to ensuring that decisions take into account the needs of all people in West Dunbartonshire as fairly as possible. To help us do this we ask you to volunteer some information. The information you provide will be kept confidential and can't be linked back to you. It will be used to help make sure that everyone is treated fairly and that services are accessible. Please choose one option from each of the sections listed below. What age group are you part of? 12 -15 16-24 25-34 35-44 45-54 55-64 65 and over How would you describe your Sex? Male Female Intersex I would describe my sex in another way Page 61
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How would you describe your religion or belief? No religion Buddhist Christian Hindu Jewish Muslim Sikh Other Do you consider yourself to have a disability according to the terms given in the Equality Act 2010? The Equality Act 2010 protects disabled people; it defines a person as disabled if they have a physical or mental impairment, which has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. Yes No How would you describe your ethnic group? White or white Scottish or white British White Irish White Polish White other African or African Scottish or African British Arab or Arab Scottish or Arab British Black or Black Scottish or Black British Caribbean or Caribbean Scottish or Caribbean British Chinese or Chinese Scottish or Chinese British Indian or Indian Scottish or Indian British Pakistani or Pakistani Scottish or Pakistani British Mixed/ Multiple ethnicities Other Page 62
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Assessment No 1338 Owner mlynn2 Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Citizen, Culture & Facilities Members Amanda Graham, Chief Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title West Dunbartonshire Leisure Trust consultation 2025-26 The aim, objective, purpose and intended outcome of policy The consultation on Leisure Trust services in West Dunbartonshire is being undertaken as part of a review of the current Service Level Agreement (SLA) with the Council against a background of financial constraints while ensuring services meet the diverse needs of the community. The objective is to identify any potential impacts on access and participation for all groups, promoting fairness and inclusivity. The purpose is to inform decisions that balance quality, accessibility, and sustainability of leisure services. The intended outcome is a revised SLA and service approach that supports equal opportunities, community wellbeing, and efficient use of resources. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. West Dunbartonshire Leisure Trust Feedback collated via community engagement with a range of groups, individuals and organisations across West Dunbartonshire has been considered. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Appendix 2 Page 63
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Who will be affected by this policy? Residents of West Dunbartonshire, stakeholders, visitors to the area, Council services, local business and any other consumers of Council services. Who will be/has been involved in the consultation process? Residents of West Dunbartonshire, stakeholders, visitors to the area, Council services, local business and any other consumers of Council services. 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 Engagement in sport forms a foundation of policy designed to encourage physical activity participation and improve health and wellbeing. Different age groups require different approaches to engagement. For example, older people may face physical challenges that means they are unable to participate in digital engagement activity. It is important that we are cognisant of these impacts and build resilience into Older people tend to be less digitally literate than younger people and may require additional support to use online engagement tools. Younger people tend not to engage with Council consultations and are often an underrepresented group. Positive, we will ensure that non digital participation in the consultation is made available, we will consult with equality groups and directly reach out to younger people. Page 64
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our consultation design to mitigate any access and participation issues. Increasing engagement with young people is a focus of the Council and this requires a different approach to engagement. Disability The social model of disability identifies barriers are created by our society, which may be physical, organisational or attitudinal. Disability and access to leisure | Iriss Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation through the West Dunbartonshire Equality Forum. Gender Reassign There are multiple intersecting barriers and facilitators for transgender people’s participation in physical activity. Practical barriers, such as lack of appropriate changing facilities or the gendered nature of sports teams and activities, may It is therefore important to understand reasons for participation rates in this community to support effective policies and practice. https://paahjournal.com/articles/10.5334/paah.190 Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation through the West Dunbartonshire Equality Forum. Page 65
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contribute. But more subtle, psychological issues, of feeling safe and fitting in may be equally important. Social and health inequalities experienced by transgender individuals are widely recognised. Physical activity promotion is a core area of public health due to its documented benefits. Marriage & Civil Partnership No impact identified. Pregnancy & Maternity Studies show the positive impact that sport and leisure have on the mental and physical health for the mother and can lead to a healthier pregnancy and reduce the risk of complications. In 2023 there were 783 births in West Dunbartonshire. West Dunbartonshire - National Records of Scotland (NRS) Pregnancy and physical activity: facilitating change | British Journal of Sports Medicine Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation. Race There is increasing ethnic diversity of residents in West Dunbartonshire. Residents who do not speak English are less likely to participate in survey consultations which are written in English. Use of plain English is beneficial to all and especially those who do not have a good command of English. Positive, we will ensure that the survey uses plain English and that we will consult with equality groups that represent different ethnic groups. Page 66
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Religion and Belief Cross cuts with race Cross cuts with race Positive, we will ensure that the survey uses plain English and that we will consult with equality groups that represent different ethnic groups. Sex Research shows that more men participate in sport and physical activity than women in almost every age group. Closing the gender gap and enabling more women to be active in ways that suit them doesn’t just improve their own physical and mental health. Women have a strong influencing role within their own families and therefore on the health and wellbeing of future generations. Summary of key findings: supporting women and girls to be active | Local Government Association Positive, we will ensure that we consult with a wide range of people to encourage a representative sample. Sexual Orientation Studies show that Studies show that LGB people face additional barriers to participating in sport and leisure activities largely due to homophobic OUTSPORT-RESEARCH_SCO_WEB.pdf 3.05% of people (16+) in West Dunbartonshire identified as LGB+ Scotland's Census 2022 - Sexual orientation and trans status or history – data for charts | Scotland's Census Positive, we will ensure that LGB people have the opportunity to participate in the consultation. Page 67
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discrimination and behaviours. Human Rights The Council must act in accordance with European Convention on Human Rights (ECHR) The Council is a duty bearer in terms of the Human Rights Act and ECHR We need to be have regard to the United Nations Rights of the Child when thinking about how we communicate as this is relevant to 'Participation'. Younger people are underrepresented in engagement activity. Positive, we will ensure that younger people have the opportunity to participate in the consultation. Health It is widely acknowledged that participation in sport and leisure has many positive benefits on both physical and mental health. Life expectancy in West Dunbartonshire for women and men is 79.2 and 74.3 years respectively, this is lower than the Scottish average. In 2023 the leading cause of death for males was heart disease, for women this was Demetia and Alzheimer’s disease. Positive, we will ensure that we explore opportunities to ensure that people in poorer health have the opportunity to participate in the consultation. Social & Economic Impact Many economically disadvantaged people in WD have poorer health outcomes. NOMIS NOLB Data Toolkit 2024 Positive, we will ensure that we explore opportunities to ensure this group has the opportunity to participate in the consultation. Cross Cutting WD has higher than Scottish and UK levels NOMIS NOLB Data Toolkit 2024 Positive, we will ensure that we explore Page 68
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of deprivation and child poverty which has multiple negative outcomes for people living in poverty and with limited access to services. Poverty and trauma intersect with all protected characteristics. Intersectionality and multiple discrimination need to be taken into account. opportunities to ensure that we reach a wide range of people. We will actively engage with the equality forum and other agencies that support disadvantaged people to encourage participation in the consultation. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? The information gathered from this consultation will be shared to help to inform any future strategic decisions on the Trust’s service delivery model, including options for redesign, investment, or alternative management arrangements. Please provide a meaningful summary of how you have reached the recommendation EIA 1338: The consultation is designed to ensure that all are able to participate without any barriers. Engagement will promote feedback from underrepresented groups. Page 69
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - People and Technology Corporate Services Committee – 12 November 2025 ___________________________________________________________________ Subject: Job Evaluation Policy and Procedure 1. Purpose 1.1 The purpose of this report is to update on changes and seek approval for the revisions to the Job Evaluation Policy and Procedure. 2. Recommendations 2.1 The committee is asked to approve the updated Job Evaluation Policy and Procedure. 3. Background 3.1 The national review of the Scottish Joint Council for the Local Government Job Evaluation Scheme 3rd Edition, 2nd Amendment (SJC JES v3, 2nd Amendment) and feedback from local Joint Trades Unions, Managers & Employees since the introduction of the updated Job Evaluation Policy & Procedure October 2023 necessitated review to ensure compliance with scheme guidance and application. 3.2 The review was carried out by the People, Quality and Governance Lead and included consultation with parties involved in the job evaluation process adopted by West Dunbartonshire Council (WDC), including the Joint Trade Union Convenors, Full time Officers, Job Analysts (Trade Union and Management), HR Advisers, Managers and Employees. 3.3 The national review of the SJC JES v3, 2nd Amendment, has recently concluded and will supersede the 3rd Edition Amended endorsed by the SJC February 2024 with SJC JES v3, 2nd Amendment due for imminent publication. This is the scheme applied to all local government posts to ensure the integrity of the Council’s grading structure and to mitigate, as far as possible, the potential of any associated claims. The updated Job Evaluation Policy and Procedure also now reflects the national changes. 3.4 Job Evaluation continues to be the most robust method of providing a foundation for grading structure which satisfies the principle of “equal pay for work of equal value’; and is both fair, transparent. It is therefore important that the Council’s Job Evaluation Policy and Procedure is reflective of and aligned with the agreed SJC Job Evaluation Procedure and Practice Manual. This formed the backbone of the local review. ITEM 10 Page 71
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3.5 Other factors considered as part of the review were equal pay decisions in Glasgow City, South and North Lanarkshire and Fife Councils. 4. Main Issues 4.1 The review highlighted that although the current policy and procedure is robust there were areas identified where closer alignment was required with the SJC JES v3, 2nd Amendment, equal pay decisions and other local matters highlighted during the review. 4.2 The main changes are: An updated local policy & procedure, to reflect feedback from all parties, in line with the Scottish Joint Council for Local Government Job Evaluation Scheme 3rd Edition 2nd Amendment. A change to the New Posts section to ensure role profiles are accurate and up to date, and all evaluation outcomes are reviewed to ensure they are still accurate in line with the SJC JES v3, 2nd Amendment. Clarity within the process and definition of roles and responsibilities. Updated process flow charts for Requests for Re-evaluation, New posts, Appeals and 6-month review. Appeal return date extended from 10 days to 21 days. Dedicated library of Role profiles, Job Overview Documents & Factor Level Listings currently on the Global Share Role profile Library for employees and managers. * *Please note this is due to move to the intranet once employees move to SharePoint. Job Evaluation training 4.7.1 Job Analyst training took place in September and once agreed, training will be provided to all Strategic HR, Trade Union Convenors, existing and new Job Analysts (Both Trade Union and Management) on the new JE Policy and Procedure, SJC JES v3, 2nd Amendment, and consistency of application and appeals. 4.7.2 An awareness briefing for managers, trade union officials and employees also took place in September and a series of further awareness briefing sessions are being arranged. The intranet pages will be updated with a guide to job evaluation for trade union officials, employees and managers including a short, narrated video. 5. People Implications 5.1 The Job Evaluation Policy and Procedure supports the Council to fulfil its responsibilities as an equal opportunities employer and provide the best support to its workforce. Page 72
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6. Financial and Procurement Implications 6.1 There are no financial or procurement implications associated with this report, however, the failure to have a robust Job Evaluation Policy and Procedure in place increases the risk of potential claims. 7. Risk Analysis 7.1 The Job Evaluation Policy and Procedure provides actions to help reduce the possibility of equal pay claims and this should help mitigate/alleviate any challenges based on sex inequality. 8. Equalities Impact Assessment (EIA) 8.1 An EIA has been carried out on the SJC JES v3, 2nd Amendment and the proposed Job Evaluation Policy & Procedure is aligned with the Scheme and practice manual however, any issues identified through the review of outcomes will need to be addressed to ensure the consistency of application of the SJC JES v3, 2nd Amendment. 9. Consultation 9.1 The SJC trade unions have been consulted in relation to the Job Evaluation Policy and Procedure through a series of Joint Trade Union meetings attended by all convenors and Full time Officers. Unite, GMB & UNISON have agreed to the changes. 9.2 Both legal and finance colleagues have been consulted on the changes. 10. Strategic Assessment 10.1 The duty to be a visible equal opportunities employer supports the Council to attract and retain a committed workforce and supports the strategic priority of Our Council being an inclusive and adaptable employer to ensure efficient and effective frontline services that improve the everyday lives of residents. Victoria Rogers Chief Officer - People and Technology Date: 12 November 2025 Person to Contact: John Duffy, People Quality and Governance Lead 16 Church Street, Dumbarton, G82 1QL Tel: 07859941807 Email: John.Duffy@west-dunbarton.gov.uk. Appendices: Job Evaluation Policy and Procedure Page 73
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Wards Affected: None Page 74
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Job Evaluation Policy & Procedure Appendix 1 Page 75
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Quick Reference - Associated Documents and Version Control Title Job Evaluation Policy and Procedure Version Version 4 Amended Responsible Strategic People and Change Manager Committee approval date: November 2023 Consultation with trades unions: July 2025 – October 2025 Supersedes Version Version 3 – approved 19th May 2021 Driver for change Review related to the consistent application of the agreed amended 3rd Edition 2nd Amendment of the Scottish Joint Council Legislative Context Legislation applicable to this Policy and supporting Procedure: The Equality Act 2010 The Equal Pay (Amendment) Regulations 1983 Date for Review As and when required Page 76
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CONTENTS SECTION TITLE Policy PAGE NO 1 Introduction 4 2 Definitions 4 3 Scope 4 4 Key Principles 5 5 Legislative/Policy Framework 5 6 Application of Policy and Procedure 5 7 Roles and Responsibilities 6 8 Review and Monitoring 9 Procedure 1 Introduction 10 2 Context 10 3 Request for Re-evaluation 11 4 Evaluation of New Posts 17 5 Matching 19 6 Job Evaluation Appeal Procedure 20 Appendices 1 Glossary of Terms 23 2 Request for Re-evaluation Flowchart 25 3 Evaluation of New Posts Flowchart 25 4 Appeals Procedure Flowchart 25 5 Review Procedure Flowchart 25 Page 77
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Job Evaluation Policy: 1. INTRODUCTION 1.1 The Council implemented the Single Status Agreement in 2009 using the agreed Scottish Joint Councils’ Job Evaluation (SJC) Scheme to evaluate local government employee posts. To maintain the integrity of the Council grading structure, the re-evaluation of changed posts, new posts and appeals will be determined using the SJC Job Evaluation Scheme as applied by the Council. This will ensure the definitions and guidance of all 13 factors of the SJC JE Scheme will be applied consistently to all posts in accordance with the agreed application by the Council set out in this policy and supporting procedure. 1.2 The Council is committed to a fair, open, transparent, and legal compliant approach to the evaluation of posts and ensure equal pay for work of equal value. 2. DEFINITION 2.1 Job Evaluation is defined by the Equalities and Human Rights Commission (EHRC) as “a method for comparing different jobs to provide a basis for a grading and pay structure. Its aim is to evaluate the job, not the jobholder, and to provide a relatively objective means of assessing the demands of a job.” 2.2 The evaluation process will be supported by the CoSLA Gauge+ ‘Evaluator’ software which is an online system to support and speed up steps in the evaluation process and generate a Job Overview document. 3. SCOPE 3.1 This policy applies to all Local Government employees including those formerly known as Craft Workers and Chief Officers. Teachers are excluded as they are covered by the SNCT Job Sizing Scheme. 3.2 The Council will ensure that good equal opportunities practice underpins the operation of this policy irrespective of age; disability; sex; gender re-assignment; race; religion or belief; pregnancy and maternity; marriage and civil partnership; or sexual orientation. Page 78
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4. KEY PRINCIPLES 4.1 The key principles of the Job Evaluation Policy and Procedure are to ensure that: The Council provides equality in terms of pay and that our job evaluation processes are fair, open, consistent, and legally compliant. The SJC Job Evaluation Scheme is used to evaluate posts, and it is fit for purpose and supports the Council to provide an objective, rational and reliable measure of the size and significance of each post in relation to other posts within the Council. A robust framework is in place to evaluate posts using factual and objective documentation and allow appeals against evaluation outcomes. Evaluation is undertaken by trained and competent job analysts, who will include independent representatives and representatives from trade unions and human resources. Posts, not people, are evaluated and it does not consider the individual’s performance. 5. LEGISLATIVE CONTEXT/POLICY FRAMEWORK 5.1 Policy and Procedure complies with the Equality Act 2010. 5.2 The Policy and Procedure also complies with ACAS Guidance “Job Evaluation: Consideration and Risks” and the Equality and Human Rights Commission (EHRC) Job Evaluation Checklists. 5.3 The Policy and Procedure is based on the principles contained within the Scottish Joint Council for Local Government Employees Job Evaluation Scheme’s Practice Manual and Model Job Evaluation Appeal Procedure. 6. APPLICATION OF POLICY AND PROCEDURE 6.1 A separate Job Evaluation Procedure, documentation and flowcharts have been developed to support the application of the Policy. Page 79
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7. ROLES AND RESPONSIBILITIES 7.1 To support the application of this policy and procedure, the following roles and responsibilities will apply: Employees Provide all relevant information with their submission to the line manager. Understand that posts can go down as well as up/stay the same and manage expectations accordingly. Must ensure that they have read their current Job Overview Document and Factor Level Listings prior to submitting any request for re-evaluation ensuring that it meets the criteria outlined in 3.3. Ensure that any documentation submitted is accurate, complete, and comprehensive and that they are completed on the standard templates. Provide further clarification and/or attend meetings as requested to assist in providing information on the role(s) being evaluated or completing questionnaires if required. Responsible for attending information gathering sessions, reviews & Job Evaluation Appeals Panels as requested to provide information on the role being evaluated. Managers Responsible for understanding the Job Evaluation Policy and Procedure and their role in the process. Consult with their People and Change Partners when considering submitting a job evaluation request, work with them to complete submission and provide the appropriate documentation as required. Ensure that employees have access to their current Role Profile, Job Overview Document and Factor Level Listings and that any request for re-evaluation meets the criteria outlined in Section 3.3 of the policy. Must ensure that role profiles are accurate, complete, and comprehensive and meet the needs of the service and that they are completed on the correct standard template. Responsible for ensuring requests for re-evaluation forms are completed with their comments within the required submission deadlines. Responsible for providing information on duties and responsibilities of the role being evaluated. Responsible for providing information on any significant and permanent changes to existing post. Manage expectations of those submitting requests for re-evaluation, noting posts can go down as well as up/stay same. Provide further clarification and/or attend meetings as requested on the role(s) being evaluated or completing questionnaires if required. Page 80
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Responsible for attending information gathering sessions, reviews and Job Evaluation Appeals Panels as requested to provide information on the post being evaluated. Managers are responsible for providing comment/agreement on initial job overview documents. Managers are responsible for communicating the outcomes of the job evaluation process to the affected postholders and completing associated paperwork to implement any changes. Managers are responsible for agreeing implementation dates and associated processing with HR Connect and Workforce Management, especially for large group changes. People and Change Partners Responsible for understanding the Job Evaluation Policy and Procedure and their role in the process. Support and challenge the requirement for additional roles considering the wider context of a joined-up council approach alongside the service and workforce planning priorities. Ensure the Strategic Operating Model (SOM) principles apply to any proposed changes particularly around spans of control/ratios, grade reporting with no more than 6 levels below the Chief Executive. Provide advice and guidance on the Job Evaluation Policy and Procedure to managers in relation to developing accurate, complete, and comprehensive role profiles. Ensure that Role Profiles are suitable for submission to the Job Evaluation process and submit posts for evaluation to the appropriate team in accordance with submission deadlines. Ensure that any request for re-evaluation meets the criteria outlined in 3.3 and make comments on any submission. Contribute to the development and review of the Job Evaluation Policy and Procedure in line with legislative requirements and good practice. Chief Officer Responsible for understanding the Job Evaluation Policy and Procedure and their role in the process. Chief Officers are required to consult with their People and Change Partners when considering a job evaluation request, and work with them to complete submission. Responsible for ensuring requests for re-evaluation forms are completed within the required submission deadlines. Ensure the SOM principles apply to any proposed changes. Must ensure that any request for re-evaluation meets the criteria outlined in 3.3 and note the details of this on all submission. Support and challenge the requirement for additional roles considering the wider context of a joined-up council approach alongside the service and workforce planning priorities. Manage expectations of those submitting requests for re-evaluation, noting that posts can go down as well as up/stay same. Page 81
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Strategic Human Resources Ensure compliance with the Job Evaluation Policy and Procedure and ensure the administration of the Job Evaluation process on behalf of the Council, including notification of outcomes to relevant manager(s). Develop and maintain effective documentation and systems to evidence compliance with the policy and procedure, supporting an auditable process. Ensure that those involved at all stages of the evaluation process are provided with adequate training to undertake their role. Ensure adequate resources are available through maintenance of a pool of trained Job Analysts available to participate in the process. Provide advice and guidance to managers in relation to developing accurate, complete, and comprehensive role profiles, and provide advice and guidance to managers in relation to the Job Evaluation Policy and Procedure. Lead on the development and review of the Job Evaluation Policy and Procedure and supporting documentation in line with legislative requirements and good practice. Consult with Trades Unions on the development and review of the Job Evaluation Policy and Procedure in accordance with the terms of the Policy Framework. Job Analysts Maintain confidentiality regarding all aspects of work undertaken and must declare any conflict of interest with any role being evaluated. Responsible for attending training as required and ensuring a full understanding of the Scottish Councils’ Job Evaluation Scheme. Follow the job evaluation procedure as outlined in the policy, procedure and supporting documentation. Responsible for gathering further information on the role(s) being evaluated if required through information gathering session, discussion, email, attending MS Teams or Face to Face meetings with Managers and/or post holders as requested and Questionnaires if required. Trades Unions Contribute, via the consultation process, to the development and review of the Job Evaluation Policy and Procedure Actively support the ongoing training and participation of trade union representatives in the evaluation process. Support their members by providing advice and guidance to employees in relation to the Job Evaluation Policy, Procedure, and process. Support the Job Evaluation process as a Job Analyst or Appeal Panel Member or as an employee representative and not undertaking both roles in relation to a particular post or group of posts. Ensuring branch support of their respective union analysts to protect their continuing involvement. Page 82
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Panel Members of Job Evaluation Appeal Maintain confidentiality regarding all aspects of work undertaken and must declare any conflict of interest with any role being evaluated. Responsible for attending training as required and ensuring a full understanding of the Scottish Councils’ Job Evaluation Scheme. Follow the job evaluation procedure as outlined in the policy, procedure and supporting documentation. Responsible for gathering further information on the role(s) being evaluated if required through discussion, email, attending MS Teams or Face to Face meetings with Managers and/or post holders as requested. Undertaking the role on a regular basis and participate and attend evaluation appeals panels to which they have given a commitment. Council Responsibility to provide a robust job evaluation policy and process to underpin equal pay legislation. Ensure that training is provided for those involved in the job evaluation process and ensure that job evaluation is undertaken in a fair, open, and transparent way. 8. REVIEW AND MONITORING 8.1 The Job Evaluation Policy, Procedure and supporting documentation will be reviewed as required to ensure that it remains fit for purpose and that it is being implemented fairly and consistently. 8.2 Reviews will be undertaken to ensure compliance with legislation, further development of the national scheme and recommended best practice. Page 83
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JOB EVALUATION PROCEDURE INTRODUCTION 1.1 This procedure applies to Local Government employees including those formerly known as Craft Workers and Chief Officers. Teachers are excluded. 1.2 This procedure will assist managers, employees, and Trades Unions through the Job Evaluation process. 1.3 The job evaluation procedure will: 1. Evaluate the post and not the person doing it. 2. Consider the demands of the post. It will not consider the total volume of work, the number of people required to do it or the ability of the postholder. 3. Assume that the post is being/will be performed to an acceptable standard; and 4. Evaluate requests for re-evaluation for a post as it is now, not how it was done previously or may be done in the future. 2. CONTEXT 2.1 This procedure sets out a mechanism to respond to those circumstances which justify a re-evaluation of an existing post, job evaluation of a new post, or a job evaluation appeal. 2.2 Services will be expected to maintain stability in their post grades, and managers must ensure that employees work within the terms of their role profile. Any change in duties which extends beyond an employee’s current role profile should be as a result of an informed decision and agreement of their line manager and Chief Officer, and not as an unplanned consequence of circumstances evolving incrementally. 2.3 The procedure addresses individual requests from employees and/or managers as well as evaluations arising from structure reviews or service specific requirements. 2.4 In terms of structure reviews, the procedure will apply to all posts, not just those directly impacted by the changes. This ensures that factor levels can be checked for any consequential impact(s). Page 84
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3. REQUEST FOR RE-EVALUATION 3.1 Managers and employees can request the re-evaluation of posts that have had a significant and permanent change since the last evaluation, out- with the creation of new posts, restructures, or service reviews. As outlined in paragraph 2.4, all posts will be checked as part of restructures and service reviews to ensure that factor levels remain consistent, accurate and are cognizant of changes to other inter-linked posts. 3.2 Prior to submitting a Request for Re-evaluation form. The manager and/or employee/s must access the current Role Profile (RP), Job Overview Document (JOD) and Factor Level Listings (FFL) for the post from the Global Share Role profile Library. Employees who do not have access to the Global Drive and cannot get the information via their manager, should request their RP, JOD & FLL by emailing the job evaluation mailbox jobevaluation@west-dunbarton.gov.uk . This will give the manager and/or the post holder the current assessment of the 13 job evaluation factors. For those employees without access to the electronic request for re- evaluation form or the job evaluation mailbox jobevaluation@west- dunbarton.gov.uk ,assistance can be provided by your line manager and/or Trade Union representative. If, after reading the current job overview document, the manager and/or employee/s consider that a significant and permanent change has occurred and the criteria in 3.3 below are met, a request for re-evaluation form can be submitted. Request for Re-evaluation forms can be accessed here. 3.3 Criteria The following criteria require to be met before an application for re- evaluation of an existing post can progress: A minimum period of one calendar year must have elapsed since the latest of the following dates: (i) the effective date of implementation of the current job evaluation outcome; (ii) the date of the appeal outcome. The change in post content must be significant in nature and not solely attributable to an increase in the volume of work performed. A significant change refers to a substantial shift in the duties, responsibilities, or requirements of a role. This may include: New or expanded responsibilities. Increased decision-making authority. Greater task complexity or scope Changes in reporting lines A shift in the nature or focus of the work. Page 85
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An increase in workload alone does not constitute a significant change and will not be accepted. The change is a necessary part of the post remit. The change arises directly from a change in service requirements. The change is permanent. The change must be significant in relation to one or more of the 13 factors outlined in the current job overview document. (Please refer to 3.2 above). It is anticipated that significant and permanent changes will impact on a limited number of factors. Clear evidence of the change can be provided in support of the application for re-evaluation for each factor submitted, including the impact of new duties on existing duties, i.e., what is no longer being done or done to a lesser degree/frequency. The Line Manager agrees that the change in post meets all the above criteria and has provided a detailed response to each of the points within the request for re-evaluation form. Approval 3.4 If the Line Manager (Grade 9 and above) agrees that the criteria above are met in full they should seek approval from the appropriate People & Change Partner and relevant Chief Officer who will authorise the review of the post, subject to para 3.3 above. 3.5 If the Line Manager (Grade 9 and above) disagrees that the change in the post fully meets all the criteria, they will specify the reason on the form and the form will be referred to the relevant Chief Officer for a determination. If the Chief Officer determines that the request for re-evaluation does not meet all the criteria there will be no right of appeal. The employee(s) will be advised accordingly by their line manager, and their request will not proceed any further. This decision is final. 3.6 Advice can be sought from the People, Quality & Governance Lead or Strategic HR Team if Managers or Chief Officers are unclear on any aspects of the 13 factors prior to deciding. 3.7 The procedure is not intended, designed or available for cases where: The request relates to a claim of comparability with another post or employee (either within or out with the Council) or seeks to restore previous differentials or establish parity. The basis for the claim is a residual or ongoing dissatisfaction with the outcome of the original job evaluation exercise or structural review. The request is based on an individual’s opinion as to what the post remit should be (and not supported by the manager). Page 86
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The 3 Stages of submitting a request for re-evaluation form. Stage1 If a manager and/or employee/s believe that there has been a significant and permanent change to their role since it was last evaluated, they can submit a request for re-evaluation form. Where possible this should be done in conjunction with the appropriate line manager (Grade 9 and above). If this is not possible the request for re -evaluation form should be completed by the employee/s and submitted to your line manager (Grade 9 and above) including examples and any supporting documentation. Submissions omitting this detail will be returned to the submitting party. *All employees to be considered within a request for re-evaluation must be explicitly named or position number(s) referenced within the submission form. This requirement ensures fairness, transparency, and compliance with equal pay legislation. Under the Scottish Joint Council (SJC) Job Evaluation Scheme. Evaluations are based on the actual duties and responsibilities performed not merely the post title. While employees may share the same post title, their roles may differ significantly in scope, level of responsibility, or working conditions. Naming all postholders ensures that the evaluation accurately reflects the full range of duties associated with the post and that all affected postholders are treated equitably. Stage 2 Where an employee completes the request for re-evaluation independently, the form will still go to the line manager (Grade 9 and above) and/or employee/s to complete the request for re-evaluation together, the manager (Grade 9 and above) will receive the request for re-evaluation form. They will have 21 days from receiving receipt of the form to complete, comment and submit. As above, stage 1 & 2 should be completed jointly by the manager and employee/s where possible and should include examples and any supporting documentation including an updated role profile outlining the significant and permanent change(s). In most cases where there has been a significant and permanent change, the role profile should be updated by the line manager and should accompany the submission. In some instances, the line manager may submit the request for re- evaluation because of significant and permanent changes to the role. This will be discussed with any employee(s) affected by the change prior to submission. E.G. The SSSC stipulation that a post-holder is qualified to HND level to practice competently/safely. The current Role Profile states HNC as the essential criteria. The role profile should be updated to require a HND as the Page 87
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essential requirement. This should be done through discussion with the employee(s) in the role and only in circumstances where the change is necessary. A request for re-evaluation should be submitted. E.G. A role has currently been assessed as having responsibility for employees and this is no longer a requirement. The role profile should be updated to reflect this change. This should be done through discussion with the employee(s) in the role and a request for re evaluation form should be submitted. Stage 3 Managers (Grade 9 and above) should discuss all requests for re-evaluation with the appropriate People & Change Partner and Chief Officer to understand the organisational implication of any potential change. This is to ensure the Strategic Operating Model (SOM) and Organisational Planning principles are applied. The Chief Officer will then sign comment and submit the completed request for re-evaluation form to the job evaluation mailbox jobevaluation@west-dunbarton.gov.uk. Documentation 3.8 Where supported, the completed ‘Re-evaluation Request Form’ and Role Profile should be signed by the Chief Officer. Until the Chief Officer approves the form, the submission is not considered complete and will not be scheduled for evaluation. Once completed, the ‘Re-evaluation Request Form’ including all supporting documentation will be submitted to the job evaluation mailbox jobevaluation@west-dunbarton.gov.uk for the post to be reviewed by the job analysts as part of the evaluation. It should be completed as fully as possible including the post title, the employee/s name/s and examples including any relevant documentation. It is important to note that only the employees named within the request for re- evaluation request will have the outcome applied. Submissions without names will be returned. Submission 3.9 Requests for re-evaluation of posts to take account of significant and permanent changes will be processed when approved by the Chief Officer. Written acknowledgement of the submission of a completed proforma in support of a request for re-evaluation will be provided to the postholder within 10 working days. Page 88
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Evaluation 3.9.1 Re-evaluation requests will be evaluated in line with the procedure outlined from section 3.1 to section 3.9.8 3.9.2 Employees submitting re-evaluation requests may be required to provide further clarification and/or attend information gathering sessions with the Job Analysts. Their Line Manager may also be required to provide further clarification and/or attend information gathering sessions. 3.9.3 Employees may also be required to provide further information or invited to attend information gathering sessions with Job Analysts for requests submitted by their Line Manager in relation to their post. 3.9.4 To maintain a fair and accurate evaluation process, line managers must review and comment on all initial Job Overview Documents. This can be done with the postholder(s) or on their behalf. Their input ensures the document is factually correct and complete. In roles with multiple postholders, the manager can verify that the JOD represents the common core duties of the role, avoiding discrepancies that could lead to inconsistent evaluation outcomes. Job evaluation decisions are based on the information in the JOD. Managerial agreement provides assurance that the content is objective, evidence-based, and not exaggerated or understated. Manager comments can provide context or clarification that helps HR, and the Job Analysts understand the role’s scope, especially where duties are complex. Approval 3.9.5 If the re-evaluation results in a change to the grade, the line manager must complete the online ‘Establishment Change – Post Amendment’ form to update the grade of the post on their establishment. The form will then proceed through the online approval route to the appropriate People and Change Partner, Finance Business Partner and finally the Chief Officer - People & Technology. An online Achieve form will also need to be completed to action the change for the employee – this should also be completed by the Line Manager. Effective Date 3.9.6 The effective date of application of any increase as a result of a request for re-evaluation will be the date of receipt of the submission of the completed and approved request form signed by the appropriate Chief Officer. Subject to their agreement and suitable rationale, placement may be escalated. If the outcome of a request for re- evaluation results in a decrease, the effective date will be 21 days after the final outcome is issued. In this circumstance the SWITCH policy will apply (see 3.8). Page 89
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3.9.7 The employee will normally be placed on the first point of the new grade if there is an increase. If the outcome is a decrease they will be placed on the highest point of the new grade. Any deviation from this must be discussed with the Chief Officer, People & Technology. Right of Appeal 3.9.8 The manager and employee have the right to appeal the outcome of the request for re-evaluation, subject to 6.1. Page 90
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4 EVALUATION OF NEW POSTS A new post will be defined as any new post or any post within a restructure, or service review will also be considered as a new post to ensure any changes since the previous evaluation are captured. All role profiles will be updated to reflect the current responsibilities and duties and sent to job evaluation for assessment. Documentation 4.1 Strategic HR Job Analyst will either match to an existing outcome or evaluate the post and provide an indicative outcome where a match has not been possible to the Chief Officer. The provisional outcome will be provided to allow the following information to be entered via the online ‘Establishment Change – New Post’ form to add the new post to the establishment on the agreed date of implementation. 4.2 When a Service seeks to establish a new post or make any changes to posts as part of a restructures, or service reviews or new project, the Service (in consultation with their People and Change Partner and signed by the Chief Officer) must submit a New Post form including a copy of the role profile, including person specification and details as to the background of the post and why it is being created to the job evaluation mailbox jobevaluation@west- dunbaton.gov.uk for assessment in the first instance. Approval 4.3 When the request for an additional post in the establishment has been approved by the appropriate People and Change Partner, Finance Business Partner, Chief Officer and the Chief Officer - People & Technology, notification will be sent to Job Evaluation mailbox jobevaluation@west- dunbarton.gov.uk that the post requires to be evaluated. Evaluation 4.4.1 Once the completed and approved documentation is submitted to the job evaluation mailbox jobevaluation@west-dunbarton.gov.uk , in the first instance a trained Strategic HR job analysts will assess if there is a potential match to an existing outcome as outlined in section 5 below. If there is no potential match, arrangements will be made to evaluate the post. 4.4.2 In circumstances when a match cannot be found, the Job Evaluation assessment will be carried out by a trained Strategic HR Job Analyst and two Job Analysts, where possible this will consist of a Trade Union Analyst and an independent Analyst both out-with the submitted post service to ensure there are no conflicts of interest. The Analysts may require further information from the manager to complete the evaluation. To ensure clarity, services will be notified at this point in the process. Page 91
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4.4.3 The national online job evaluation system (CoSLA Gauge+ ‘Evaluator’ software) will be used to undertake the evaluation along with submitted documentation and information obtained through information gathering sessions, discussion and/or correspondence with the manager. 4.4.4 The CoSLA Gauge+ ‘Evaluator’ software will measure the post in line with the responses given and a Job Overview Document and Factor Levels Listing will be generated. 4.4.5 No indication of an outcome will be provided until the evaluation has been subject to a consistency check. 4.4.6 A consistency check is conducted by Strategic HR to ensure that the evaluation is accurate and consistent with existing evaluated posts across the Council to avoid anomalies. The consistency check is conducted by reviewing the outcome in line with hierarchies, reporting lines, subordinates, equivalent and higher graded posts within the relevant structure and across the Council ensuring the SOM Principles and local Guidance are applied. Any consistency issues identified by Strategic HR will go back to the Strategic HR Job Analyst and two Job Analyst for agreement. 4.4.7 The Manager is provided with the initial Job Overview Document for comment/agreement. 4.4.8 A further consistency check is conducted by Strategic HR based on any comments provided by the Manager to ensure that the outcome captures the responsibilities and duties of each post and the Manager is issued with the final outcome. 4.4.9 For all new posts there shall be an implementation date when the post will become live. This includes posts as part of a restructures, or service reviews review or new project, The effective date of application of the revised grade for a new post will be the implementation date agreed by the appropriate Chief Officer. 4.4.10If after 6 months or more of operation of the new post, it is felt that the demands of the post have not been captured accurately, a review will be considered by the original Strategic HR Job Analysts or the People, Quality & Governance Lead Their decision is final. Page 92
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5. MATCHING / CONSIDERATION OF ROLES AGAINST ROLES THAT ALREADY EXIST 5.1 The agreed Scottish Joint Council for Local Government Employees Job Evaluation Scheme and associated CoSLA Gauge+ ‘Evaluator’ software is used in conjunction with the agreed job evaluation process to provide job evaluation outcomes for all posts past and present within West Dunbartonshire Council. This has resulted in a number of agreed job evaluation outcomes within the Gauge system which have been subject to the full job evaluation process. Any approved submission for job evaluation should always be considered by Strategic HR for a possible match to an existing outcome. This could be matching to a benchmark post, generic post and, in some circumstances, a unique post although this will be rare. 5.2 Matching to a benchmark Post Strategic HR can assess the potential match to either a previous role profile, or the Job Overview Document resulting from the benchmark outcome. This can be used as a basis for ‘matching’ other jobholders to a benchmark post. 5.3 Matching to a Generic Post Strategic HR can assess the potential match to a generic outcome. The term ‘generic’ also applies to posts that are broadly similar in terms of the nature of the work undertaken by a group of postholders, but which vary in terms of the day to day detail of the tasks carried out by individual postholders, for example, Clerical Assistant, Administrative Officer ‘Generic evaluations’ cover a range of similar posts because the job evaluation scheme assesses the predominant demand under various factor headings and this is likely to be the same even though the tasks involved in specific posts may vary. 5.4 Matching to a Unique Post Strategic HR can assess the potential match to a unique outcome. Most unique posts are just that, unique and will require an individual outcome. However, posts like project officer or project manager which may be unique to the service yet are broadly similar in terms of nature of the work and predominant demands could be considered a match. 5.5 Assimilation The assimilation of each individual postholder to the Council’s LGE Grading and Pay structure requires an evaluation outcome for their post. However, it will not be necessary for every individual postholder to go through the whole evaluation process. Page 93
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6. JOB EVALUATION APPEAL PROCEDURE Grounds of Appeal 6.1 Employees and managers have a right of appeal against the outcome of the evaluation or re-evaluation on one or more of the following grounds: There is factual inaccuracy in either the inputs or the outputs of the evaluation process. The job evaluation process was not conducted in accordance with the Council’s Job Evaluation procedure. There has been a misapplication of the factor definitions, levels, and guidance of the Scottish Councils’ Single Status Job Evaluation Scheme. 6.2 Appeals on the grounds of comparability with other posts (either within the individual Council, other Councils or nationally) or appeals seeking to restore previous grading or pay differentials will be inadmissible. Timescale 6.3 Appeals against the outcome of the evaluation or re-evaluation must be submitted to HR within 21 calendar days of the date of written notification of the evaluation outcome. 6.4 Receipt of submitted appeals should be acknowledged in writing within 10 working days. 6.5 The Council will endeavor to determine the outcome of Job Evaluation appeals within 3 calendar months. Documentation 6.6 Appeals must be submitted on the ‘Appeal against Evaluation/Re- evaluation Outcome’ form and submitted along with all supporting documentation upon which the appeal relies. 6.7 Appeal submissions must identify the factors being appealed and detail the case under each of the relevant factor headings. This should be new information and not a resubmission of examples from role profiles, information gathering session and/or JOD check as this will already have been considered. 6.8 An appeal will be deemed inadmissible if: It is not in line with the grounds for appeal, detailed at 6.1. No evidence relevant to the factor(s) being appealed has been submitted. The evidence relates to increased volume of work rather than a change to the Factor Definitions and Scores; or The evidence is based on comparison with other employees; or Page 94
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The submission is based solely on wording directly lifted from the Job Evaluation Scheme without any examples to demonstrate the responsibility quoted. Job Evaluation Appeal Panel Constitution 6.9 The Job Evaluation Appeal Panel where possible will comprise of 3 Job Analysts: an independent analyst, a Trades Union analyst, and an HR analyst. Where possible, none of these panel members should have been involved with the original evaluation of the post and must be out with the submitting service. Process 6.10 Individual appeal submissions must identify: The grounds of appeal. The factor assessments being appealed against. The appellant’s case under each of the relevant factor headings. The views of the relevant line manager, and/or the next line manager as appropriate, in relation to the factual content of the job and the accuracy of the appellant’s case. 6.11 Arrangements will be made for the written appeal submission to be considered by Strategic People & Change Manager or a nominated People and Change partner (as appropriate) with the support of a trained Job Analyst without the presence of the individual or their manager to: Determine whether there are admissible grounds for the appeal. Identify any matters requiring further investigation or further information; and Identify any non-job evaluation issues out with the remit of the Job Evaluation process, for referral to the relevant People and Change Partner. 6.12 The considerations will focus on the Factors appealed but may also include other Factors referred to during the process. 6.13 The possible outcomes of this initial consideration are: That the appeal has not been substantiated and will be rejected or The appeal has been substantiated in full or in part and will be heard by a Job Evaluation Appeal Panel. 6.14 Employees or Managers will be advised of the outcome of the appeal, including reasons within 10 working days of the consideration meeting. 6.15 The decision is final; therefore, there is no further right of appeal. Page 95
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6.16 Where it is determined that the case should be heard by a Job Evaluation Appeal Panel, the necessary arrangements will be made, and the employee and their Line Manager will be advised. 6.17 Appellants may be accompanied by their Trade Union representative if they choose. 6.18 Appellants will have 10 minutes to present their case after which they may be questioned by members of the Panel for no more than 10 minutes. 6.19 Once the case has been presented, the Job Evaluation Appeal Panel will consider the information presented and re-evaluate in line with the procedure detailed from section 4.3 to section 4.9 of this procedure if applicable. 6.20 The appeal outcome will be decided upon by the Job Evaluation Appeal Panel from the following options: Upheld in full or part - the case was well founded in fact and supported by agreed evidence will be referred to Strategic HR for review and updated in Gauge+ as appropriate. Rejected - the case was not well founded. 6.21 The manager and/or employee will be advised in writing after the Appeal Panel and, where requested, feedback will be given by the Chair of the Panel. 6.22 There is no further right of appeal after the Job Evaluation Appeal Panel. Page 96
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Appendix 1 Glossary of Terms Several terms are used within the Policy and Procedure and these terms are explained in detail below: Job Evaluation Robust, fair, open, and transparent process of determining the value of a post using the SJC JE Scheme and achieving and maintaining grading structures which satisfy the principle of equal pay for work of equal value. Role Profile A factual written account of the purpose, major tasks, and main activities conducted by a post holder or several post holders. Person Specification Job Overview Document An extension of the Role Profile. It is a profile of the ideal person for the post, listing the criteria necessary to do the post. The computerised job evaluation system (CoSLA Gauge ‘Evaluator’ software) produces a Job Overview Document as a summary of the information captured during the evaluation process. This is different in style and content from job profiles and person specifications. Job Evaluation Process of systematically identifying the critical elements of the post, the necessary knowledge, skills, abilities and other personal characteristics required by the way of Role Profiles, Person Specifications, Job Evaluation Request Form and Interview to determine the evaluation outcome of the post using the SJC JE Scheme. Job Analysts Group of trained and impartial evaluators, comprising of independent trained council officers, trade unions and human resources who undertake the job evaluation process. Page 97
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Job Evaluation Appeal Panel Benchmark Post Unique Jobs Generic Job Matching Information Gathering Session Additional scrutiny applied where a manager or post holder(s) feels that the evaluation is incorrect. The panel comprises of independent trained council officers, trade unions and human resources. Benchmark posts are those chosen in the initial part of a job evaluation exercise to form part of a representative sample of the whole job population and are generally posts undertaken by large numbers of postholders, for example, Refuse Collector, Cleaner. Individuals considered as a potential ‘match’ to a benchmark post will generally be doing the same post as the benchmark jobholder. Unique jobs, also referred to as ‘singleton’ posts, are those generally undertaken by only one single individual within the organisation as a whole, for example, Biochemist, Piano Tuner. It is therefore unlikely that any other individual jobholders can be ‘matched’ to these jobs. Generic jobs are similar to benchmark jobs in that they are undertaken by more than one individual jobholder doing broadly similar work, but they did not form part of the benchmark sample of jobs. In such cases, this group of jobs may be referred to as a ‘secondary’ benchmark, because they are undertaken by smaller groups of jobholders doing exactly the same job and it is therefore possible to ‘match’ other individuals to the job undertaken by the jobholder who goes through the evaluation process, for example, Switchboard Operator, Dog Warden. It is not necessary for every individual post holder to go through the job evaluation process. A post can be matched to an existing job evaluation outcome which has been agreed and has subject to the whole job evaluation process. These are posts which are broadly similar in terms of the nature of the work undertaken by a group of post holders but vary in terms of the day-to-day detail of the tasks carried out by individual post holders, for example, Clerical Assistant, Administrative Officer. In these cases, it is possible to produce a benchmark or generic evaluation covering a range of similar jobs because the job evaluation scheme assesses the predominant demand under various factor headings and this is likely to be the same even although the tasks involved in specific posts may vary. Meeting either face to face or on MS Teams with Postholder/s and/or, Line Managers, Strategic HR and Job Analysts to gather information relating to a post to provide the Job Analysts with the responsibilities and duties of a post to allow an accurate assessment based on the information provided. Page 98
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Appendix 2 Request for Re-evaluation Flowchart Appendix 2 Request for reevaluation.xlsx Appendix 3 Evaluation of New Posts Flowchart Appendix 3 Evaluation of New Posts.xlsx Appendix 4 Appeal Procedure Flowchart Appendix 4 Job Evaluation Appeal Process.xlsx Appendix 5 Review of a New Post Appendix 5 Review of a New Post.xlsx Page 99
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Request for Re-evaluation Manager and/or Postholder/saccess the current Job Overview Document (JOD), Factor Level Listings (FLL)and Role Profile (RP) from the Role Profile Library in the Global Share Drive or request current JOD, FLLs & RP by emailing the job evaluation mailbox jobevaluation@west- dunbarton.gov.uk in order to assess if the criteria (3.3) has been met The Manager and Postholder(s) complete a Re-evaluation Form with appropriate accompanying documentation including an updated Role Profile. The line Manager should discussthe request for Re-evaluation with their People & Change Partner (PCP) prior to sending it to the appropriate Chief Officer for determination Manager does not agree that the criteria (3.3) has been met Manager agrees that the criteria (3.3) has been met The Chief Officer (CO) will consider the request for re- evaluation and the appropriate accompanying documentation and ensure it meets the criteria (3.3). The CO consults with the PCP prior to making a determination Postholder(s) may ask for the matter to be referredto the relevant CO for a determination Approved by the CO Not Approved by the CO No further right of appeal Completed Request for Re-evaluation form Signed off and dated by CO including comments. The completedform is then isued to the job evaluation mailbox jobevaluation@west-dunbarton.gov.uk Documents assigned to an HR Adviser and 2 Job Analysts for assessment HR Adviser and 2 Job Analysts may seek further clarification from the Manager and/or Postholder(s) at a information gathering session. Role is evaluated using submitted documents, the Gauge+ system and any further information gathered Outcome from initial Job Analysts assessment is referred for consistency check to Strategic HR and initial JOD is issued to the Manager for comment/agreement to discuss with the postholder. Managers comments referred back to the HR Adviser & 2 JOB Analysts for consideration and further consistency check and finalised outcome JOD & FLLs issued to the line Manager to communicate to postholders Right to Appeal Appendix 2 Appendix 2 Page 101
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Evaluation of New Posts Manager completes Establishment Change -New Post form to add new post to establishment and initiate Job Evaluation process, attaching Role Profile, following consultation with People & Change Partner (PCP) Establishment Change - New Post form approved by PCP, appropriate Chief Officer (CO) and Chief Officer People & Technology Approved Establishment Change - New Post form sent to job evaluation mailbox jobevaluation@west-dunbarton.gov.uk No match found subject to job evaluation Matched to an existing Job Evaluation Outcome Manager informed of match and sent Job Overview Document and Factor Level Listings. Manager communicates the outcome to postholder(s) when appointed. Postholder(s) can request a review of the outcome after being in post for 6 months after the implementation date. Evaluation request logged and considered for matching by Strategic HR Job Analyst Documents assigned to an HR Adviser and 2 Job Analysts for assessment HR Adviser and 2 Job Analysts may seek further clarification from the Manager at information gathering session(s). Role is evaluated using submitted documents, the Gauge+ system and any further information gathered Outcome from initial HR Adviser and Job Analysts assessment is referred for consistency check to Strategic HR and initial JOD is issued to the Manager for comment/agreement Managerscomments referred back to the HR Adviser & 2 Job Analysts for consideration and further consistency check and finalised outcome JOD & FLLs issued to the line Manager to communicate when postholder(s) are appointed on the implementation date. Postholders(S)appointed to the post. Postholder(s) can request a review of the outcome after being in post for 6 months. Appendix 3 Appendix 3 Page 102
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Job Evaluation Appeal Procedure Appeal to be submitted within 21 days of the date when the manager has been informed of the evaluation outcome. Appeal needs to detail the grounds of appeal. The grounds of appeal need to one or more of the following: . There is factual inaccuracy in either of the inputs or outputs of the evaluation process . The job evaluation process was not carried out in accordance with Council's procedure . There has been a misapplication of the factor definitions, levels, and guidance of the SJC JE Scheme Appeal Submitted on Appeal Against Re-evaluation Outcome form within 21 days of written notification of evaluation outcome. Appeal acknowledgmentin writing within 10 working days Appeal upheld in part or full Appeal not upheld No further right of appeal Appeal considered by Strategic & People Change Manager and a trained job analyst to: . Determine if the appeal is admissible . Identify if any matters require further investigation . Identify any non-job evaluation issues out with the remit Outcome notified within 10 working days Documents are submitted to the Appeal Panel for consideration and if appropriate evaluation Appellant presents their case to the Appeal Panel and answers any questions the panel may have. Additional information may be requested by the panel in order for them to make a decision. Appeal Panel meet again once all information thatwas requested at the panel has been provided by the postholder(s) and Line Manager. No further right of appeal Appendix 4 Appeal not upheld No further right of appeal Appeal upheld in part or full Manager and Postholder(S)advised of outcome in writing Appendix 4 Page 103
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Review of a New Post An implementation date will be set by the service forthe introduction of new post(s). After 6 months have passed from this implementation date or 6 months from the appointment of the postholder(s), the postholder(s) can request a review of the Job Evaluation Outcome. Postholder(s) email the job evaluation mailbox: jobevaluation@west-dunbarton.gov.uk and requests a review form. Postholder(s)and line manager complete the review form providing evidence on the factors they believe require to be reviewed and send to the Chief Officer for approval. The Chief Officer should send the completed form to the job evaluation mailbox within 21 days or receipt. Review outcome changes factor read(s) and/or level(s) Review outcome remains unchanged Manager and postholder(s) informed of outcome. There is no further right to appeal. Meeting with postholder(s), Line Manager, Strategic HR and Job Analysts or the People, Quality & Governance Lead to discuss factor(s) that require to be reviewed. Information provided assessed. Consistency Checked. Appendix 5 Manager and postholder(s) informed of outcome . There is no further right to appeal. Appendix 5 Page 104
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People & Technology Corporate Services Committee – 12 November 2025 ___________________________________________________________________ Subject: West Dunbartonshire Council Policy Statement - Local Government Pension Scheme (Scotland) Regulations 2018 1. Purpose 1.1 The purpose of this report is to provide details of the review and summary of changes in relation to the Local Government Pension Scheme (Scotland) Regulations 2018 employer discretions. 2. Recommendations 2.1 It is recommended that the Committee notes the structural improvements and policy clarifications introduced in the 2025 draft and endorses the updated format for future use. 3. Background 3.1 This policy has been submitted for consideration to ensure appropriate scrutiny of the Council’s discretions in relation to the LGPS provisions following the letter (8 September 2025) from the Accounts Commission outlining their consideration of a report from the Controller of Audit (under powers in s102 (1) of the Local Government (Scotland) Act 1973) in relation to the scrutiny, governance and transparency of decision making of exit packages of senior officers in Glasgow City Council. 3.2 The findings highlight that where decisions around restructuring and exit packages are being taken, councils must ensure there is clear evidence of effective governance, independent scrutiny, and value for money, as well as robust and transparent record keeping. A report outlining the council’s position on each of these areas will be remitted to the Audit Committee on 10 December 2025. 4. Main Issues 4.1 The Local Government Pension Scheme (LGPS) Discretions Policy Statement is reviewed periodically. The 2024 version was structured according to each set of regulations, separately into tables. The revised 2025 draft consolidates all discretions into a numbered list, organised by topic and supported by clear headings and internal commentary. ITEM 11 Page 105
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4.2 Key changes include: Consolidation of discretions into a single numbered list (71 items) - laid out in subject order (alphabetically) for ease of reference; Introduction of 'For noting only' labels for provisions the Council are not required to set out in policy but included for oversight; Discretions with policy statements unchanged from previously approved May 2024 version are marked as ‘No Change’; Addition of discretions related to Compensatory Added Years (CAYs), gratuities, and deferred retirement. Clarification added in respect of existing policies, such as Ill Health Gratuity and Double Entitlement; and Inclusion of internal comments for transparency and explanation. 4.3 It is worthy of noting that most existing policy statements remain unchanged, including contribution rates, aggregation deadlines, and forfeiture provisions. 5. People Implications 5.1 There are no direct people implications associated with this report. 5.2 The new format will provide ease of reference and understanding for employees and managers in respect of responsibilities when considering matters under their discretion. 5.3 There are no additional implications for the additional discretions as outlined in 4.2 as current practice in line with Strathclyde Pension Fund’s processes and procedures has been noted. 6. Financial and Procurement Implications 6.1 There are no financial or procurement implications arising from this report and policy. The policy provides robust guidance and scrutiny in relation to the application of pension discretion provisions. 7 Risk Analysis 7.1 There are no risks associated with the Pension Discretions Policy as it is providing clear governance and scrutiny around the application of the pension discretion provisions. 7.2 Failure to update and clarify policy statements could lead to misinterpretation or inconsistent application of discretions. This is mitigated by periodic review and updating committee. Page 106
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8. Equalities Impact Assessment (EIA) 8.1 Discretions available under the LGPS are determined by Regulation, with employers thereafter determining whether or not to exercise specific discretions. 8.2 A number of discretions are age specific and apply to those employees aged 55 (age 50 for protected members) or over. While this is a requirement of the regulations and has specific exemption under the Equality Act 2010, age specific discretions will advantage those older than 55 (age 50 for protected members). To mitigate this, all discretion will be applied in a fair, consistent and transparent manner. 8.3 Any proposed amendment to the Council’s application of pension discretions will be Equality Impact Assessed under the related policy, process or provision. 9. Consultation 9.1 Consultation was undertaken with Strathclyde Pension Fund Office (SPFO) in relation to the additional statement of regulations, Chief Officers Resources and Regulatory and Regeneration. The Trade Unions have been provided with a copy of Appendix 1 for information on 28th October 2025 and were made aware of this review at the Trade Union Convenors meeting on 21st October 2025. 10. Environmental Sustainability 10.1 There are no environmental sustainability implications. 11. Strategic Assessment 11.1 This proposal aligns with the Council’s strategic objective of maintaining transparency around financial discipline in decision-making to increase value for money assurance for Council Taxpayers delivering efficient and cost- effective services, contributing to its priority of ‘Our Council – Inclusive and Adaptable’. Victoria Rogers Chief Officer People & Technology Date: 16 October 2025 Person to contact: Lisa MacGregor People & Change Page 107
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Church St, Dumbarton. Tel: 07949 800801 Email: lisa.macgregor@west-dunbarton.gov.uk Appendix: 1. Appendix 1 West Dunbartonshire Council Policy Statement Local Government Pension Scheme (Scotland) Regulations 2018 Background Papers: None Wards Affected: None Page 108
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1 Appendix 1 West Dunbartonshire Council Policy Statement Local Government Pension Scheme (Scotland) Regulations 2018 (Replaces previous version approved by Corporate Services Committee Report, 22 May 2024. Employer: West Dunbartonshire Council Lead officer (for any questions): Victoria Rogers, Chief Officer People and Technology Contact details of lead officer: 07795 266028 (work mobile) Date of policy statement: 16 October 2025, Version 6; remitted to Corporate Services Committee 12 November 2025 Date for review: This policy statement will be kept under review and will be revised as and when necessary to reflect changes in regulation or policy. Any changes to this policy will be communicated to the administering authority and scheme members in writing within one month of the change taking effect. We are aware of our obligations under the following regulations: The Local Government Pension Scheme (Scotland) Regulations 2018 The LGPS (Scotland) Regulations 2014 The Local Government Pension Scheme (Transitional Provisions and Savings) (Scotland) Regulations 2014 The Local Government Pension Scheme (Benefits, Membership and Contributions) (Scotland) Regulations 2008 The Local Government Pension Scheme (Administration) (Scotland) Regulations 2008 The Local Government Pension Scheme (Scotland) Regulations 1998 The Local Government Pension Scheme (Transitional Provisions) (Scotland) Regulations 1998 The Local Government (Discretionary Payments and Injury Benefits) (Scotland) Regulations 1998 The LGPS (Transitional Provisions) (Scotland) Regulations 2008 The Local Government Superannuation (Scotland) Regulations 1987 You can access these regulations on the Scheme regulations page of www.scotlgpsregs.org. Page 109
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2 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 1 Additional pension an active member, or a member who was an active member and was dismissed by reason of redundancy, or business efficiency, or whose employment was ended by mutual consent on business efficiency grounds. This does not apply to councillors. Decide whether to award the member additional pension. If the member is not an active member, you must decide within six months of the employment ending. You cannot award to the member, in total, more than the additional pension limit, which is adjusted every April. For the current limit, see the monthly bulletins page of www.scotlgpsregs.org. 30(1) and 58(1)(d) of the 2018 Regulations The Council will not exercise this discretion. No Change Page 110
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3 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 2 Additional pension A member who you have awarded additional pension. Decide whether to agree to pay the cost of the award by changing your contribution rate. You must make an additional payment to the LGPS Fund to meet the cost of the award. This can be done either as a lump sum or by changing your employer contribution rate. 61(8) and 63(3) of the 2018 Regulations For noting only– no requirement to lay out in policy As above, the Council will not exercise this discretion. 3 Additional Pension Contributions – shared cost (SCAPCs) An active member applying to pay SCAPCs. This does not apply to applications for SCAPCs to buy back pension lost while on authorised unpaid leave. This does not apply to councillors. Decide whether to share the cost. 16(2)(e), 16(4)(d) and 58(1)(a) of the 2018 Regulations The Council will not have a general policy to contribute to a shared cost APC scheme but may do so if exceptional circumstances can be demonstrated. Each case will be considered on its merits. No change Page 111
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4 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 4 Additional Pension Contributions – shared cost (SCAPCs) An active member applying to pay SCAPCs to buy back lost pension while on authorised unpaid absence. Authorised unpaid absence does not include periods of illness, injury, child-related leave, reserve forces leave or strike. ‘Child related leave’ means ordinary adoption leave, ordinary maternity leave, paternity leave, paid additional adoption leave, paid additional maternity leave, paid shared parental leave, paid additional paternity leave Decide whether to extend the 30-day deadline. The member must apply before the expiry of 30 days from returning to work. If the member does not apply by this deadline or within any extended period you allow, they can still buy back the lost pension, but at full cost to them. 16(16) of the 2018 Regulations The Council may extend the deadline by a further 30 days, on production of evidence of extenuating circumstances and where it can be shown that members may not have been informed of the requirement for this decision within 30 days of return, subject to individual circumstances. No Change Page 112
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5 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion and paid parental bereavement leave. This does not apply to councillors. 5 Additional voluntary contributions – shared cost (SCAVCs) An active member applies to pay into a SCAVCs arrangement. This does not apply to councillors. Decide whether to contribute to a SCA VC arrangement. 17(1) of the 2018 Regulations The Council allows members to access either the AVC arrangement on a member-only contribution basis or through the ‘salary sacrifice’ shared cost AVC provision. No Change Page 113
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6 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 6 Additional voluntary contributions (AVCs) A member who: made the AVC election before 30 June 2005, can elect to use AVCs to buy additional LGPS final salary membership, and elects later than 30 days after leaving the Scheme. Normally, the member must elect while an active member or no later than 30 days after leaving the Scheme. Decide whether to allow the election. You can decide to extend the 30 day election deadline. However, you may not allow an election received after the later of: one year before their normal retirement date, or six months after leaving the Scheme. 65(8) and before their revocation on 30 June 2005 65(9)(b) and 65(10) of the 1998 Regulations The Council will not exercise this discretion. No Change Page 114
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7 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 7 Administering authority substitution A person or a class of persons. Decide whether to apply to Scottish Ministers to change the administering authority for a person or class of persons. Paragraph 2 of part 1 of schedule 4 to the 2018 Regulations For noting only– no requirement to lay out in policy. The Council will exercise this discretion as required. 8 Admission agreements An admitted body employee who participates in the LGPS under an admission agreement. Decide whether to designate the employee, or groups of employees, as eligible for LGPS membership. 3(1)(b) of the 2018 Regulations This discretion is not directly applicable to the Council as a Scheduled Body. However, the Council nominated West Dunbartonshire Leisure Trust Company for admitted body status when employees were subject to TUPE. Employees of the Trust are therefore eligible for membership of the LGPS. Page 115
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8 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 9 Appeals A member, or an alternative applicant, who triggers stage one of the internal dispute resolution procedure (IDRP) about a disagreement with the employer in relation to the LGPS. Regulation 69(2) of the 2018 Regulations lists who can be an ‘alternative applicant’. This includes prospective members and, in respect of deceased members, their surviving partners and dependents. Decide who will be the stage one IDRP adjudicator. When notifying members of LGPS decisions, you must: inform them about their right to appeal under stage 1 and 2 of the IDRP, including the time limits for doing so, and specify the job title and address of the person to whom IDRP applications can be made. 68(5)(c) of the 2018 Regulations 23 of the 2014 Transitional Regulations For noting – Chief Officer People & Technology is the Stage 1 IDPR adjudicator (Appointed Person). The council has adopted the LGPS IDRP, available here: Pension Complaints - Employee Intranet Page 116
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9 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 10 Appeals A member, or an alternative applicant, who applies for stage one of the internal dispute resolution procedure (IDRP) after the six- month deadline. The six-month deadline begins: for appeals about a decision, on the date the member was told of the decision, in any other case, on the date of the act or omission which caused the appeal, or, if there is more than one, the date of the last one. The stage one adjudicator can accept late IDRP applications if they consider it reasonable. 69(7)(b) of the 2018 Regulations 23 of the 2014 Transitional Regulations For noting only– no requirement to lay out in policy. The council will consider the merits of late submissions with due regard to individual circumstances. Page 117
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10 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion See discretion 9 for more information on ‘alternative applicants’. 11 Aggregation An active member who: has an earlier period of LGPS membership, which will be automatically aggregated with their current LGPS record, can elect to keep the periods separate, and elects after the 12- month deadline. The 12-month deadline begins with the start date of the current LGPS record. Decide whether to allow the late election. 22 8) of the 2018 Regulations The Council will not normally extend the 12 month time limit but may do so if exceptional circumstances can be demonstrated that are in the interests of the member and at no additional cost to the Council. Each case will be considered on its’ merits No Change Page 118
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11 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 12 Aggregation Where: an active member has an earlier period of LGPS membership that ended before 1 April 2015, the earlier period will not be automatically aggregated to their current LGPS record, the member can elect to aggregate the periods, and they elect after the 12- month deadline. The 12-month deadline begins with the start date of the current LGPS record. Decide whether to allow the late election. 10(6) of the 2014 Transitional Regulations The Council will not normally extend the 12 month time limit but may do so if exceptional circumstances can be demonstrated that are in the interests of the member and at no additional cost to the Council. Each case will be considered on its’ merits. No Change Page 119
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12 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 13 Aggregation An active member who – held a concurrent period of LGPS membership, which will be automatically aggregated with their current LGPS record, can elect to keep the periods separate, and elects after the 12- month deadline. The 12-month deadline begins with the end date for the ceased concurrent LGPS membership. Decide whether to allow the late election. 22(7) of the 2018 Regulations The Council will not normally extend the 12 month time limit but may do so if exceptional circumstances can be demonstrated that are in the interests of the member and at no additional cost to the Council. Each case will be considered on its’ merits. No Change Page 120
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13 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 14 Assumed pensionable pay (A P P) A member – for whom an APP calculation is needed, and where, in the employer’s opinion, the pensionable pay the member received in the relevant 3- month, or 12-week, period was materially higher or lower than they normally received. When calculating APP, decide whether to substitute the pensionable pay received with a higher or lower figure to reflect the level of pensionable pay the member would normally have received. 21(6) of the 2018 Regulations The Council may exercise this discretion and will consider each case on its merits. No change Page 121
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14 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 15 Certificate of protection (CoP) A member who: can be issued with a CoP, and does not apply for it within 12 months of the date of the reduction or restriction. This does not apply to councillors. Decide whether to issue the CoP. A CoP protects a member's LGPS benefits by allowing their pension to be calculated based on a higher salary if their pay is reduced or restricted through no fault of their own. See HR guide – appendix 2 for more information, which is available on the employer guides and documents page of www.scotlgpsregs.org. 90(5) of the 2018 Regulations 43(5) of the 2008 Administratio n Regulations The Council will issue a certificate of protection of pension benefits where the member fails to apply for one. No Change Page 122
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15 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 16 Compensatory added years (CAYs) – retirement An active member, or an assumed member, who ceases employment and who can be awarded CAYs. Regulation 6 of the 1998 Discretionary Regulations outlines the eligibility conditions for awarding CAYs. Regulations 6(2) and 7 of the 1998 Discretionary Regulations defines an ‘assumed member’. Decide whether to award CAYs. You must decide within six months of the member ceasing the employment. The 1998 Discretionary Regulations specify the maximum you may award. 8 of the 1998 Discretionary Regulations The Council may award up to 1 added year for retirement on redundancy grounds and up to 3 years for those on efficiency grounds. Any award will be subject to cost benefit analysis and the limits of affordability at the time of proposed release. This may result in an alternative offer to comply with best value principles. No Change Page 123
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16 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 17 Compensatory added years (CAYs) – children’s pension A child (or children) entitled to a child’s CAYs pension who is not entitled to a child’s pension under the LGPS. Decide: who to pay the child’s pension to, and how to apportion the pension among the children if there is more than one child. 26(2) of the 1998 Discretionary Regulations The Council will exercise this discretion on a case by case basis with the decision being made in conjunction with the Strathclyde Pension Fund Office and relevant pension regulations Previous Provision – requirement to declare – No Change 18 Compensatory added years (CAYs) – survivor pensions Regarding a deceased member with more than one surviving spouse or civil partner entitled to a survivor CAYs pension. Decide how to apportion the CAYs survivor pension. 20(2) of the 1998 Discretionary Regulations The Council will exercise this discretion on a case by case basis with the decision being made in conjunction with the Strathclyde Pension Fund Office and relevant pension regulations. Previous Provision – requirement to declare – No Change Page 124
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17 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 19 Compensatory added years (CAYs) – survivor pensions Regarding a deceased member who left employment before 1 April 1998: a survivor CAYs pension is payable, and the spouse or civil partner has entered a subsequent marriage or civil partnership, or a period of cohabitation outside marriage or civil partnership. Decide whether to allow the survivor pension to remain payable. Otherwise, the pension will stop. 20(4)(a) and (6) of the 1998 Discretionary Regulations The Council will allow continued payment of survivor’s pensions however reserves the right to withdraw. Previous Provision – requirement to declare – No Change Page 125
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18 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 20 Compensatory added years (CAYs) – survivor pensions Regarding a deceased member who left employment before 1 April 1998: a survivor CAYs pension is payable, the spouse or civil partner subsequently enters a marriage or civil partnership, or starts living with a new partner as if they were husband and wife or as if they were civil partners, and the new partner is also entitled to a survivor CAYs pension for a deceased member who left employment before 1 April 1998. Decide whether to allow both survivor CAYs pensions to continue. Unless you decide otherwise, only one survivor CAYs pension, as determined by the couple, can continue. 20(5), (5A), (5B) and (6) of the 1998 Discretionary Regulations The Council will allow continued payment of the survivor’s pensions however reserves the right to withdraw. Previous Provision – requirement to declare – No Change Page 126
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19 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 21 Compensatory added years (CAYs) – survivor pensions Regarding a deceased member who left employment before 1 April 1998: a survivor CAYs pension was payable, the pension stopped during a subsequent marriage, civil partnership or cohabitation, and the subsequent marriage, civil partnership or cohabitation has ended. Decide whether to restart the pension from the end of the subsequent relationship. 20(4)(b) of the 1998 Discretionary Regulations The Council will allow continued payment of the survivor’s pensions as per discretion 20 however reserves the right to withdraw. Previous Provision – requirement to declare – No Change Page 127
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20 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 22 Compensatory added years (CAYs) A person who will receive regular CAYs payments from the employer. Payments are made at the same intervals as the corresponding LGPS pension. However, you can choose different intervals with the person’s agreement. 29(1) of the 1998 Discretionary Regulations The Strathclyde Pension Fund Office will make the CAY pension payments on behalf of the Council in line with Strathclyde Pension Fund Office’s payment timelines Previous Provision – requirement to declare – No Change 23 Compensatory added years (CAYs) A person who has received a CAYs payment from the employer in error, including overpayments. Decide how to recover CAYs payments made in error. You can decide to recover it by: deducting it from future CAYs payments, or any other means of recovery. 29(3) of the 1998 Discretionary Regulations CAY Pension overpayments will be recovered by the Strathclyde Pension Fund Office and these will be reconciled with the Council in line with the pension reconciliation processes. Previous Provision – requirement to declare – No Change Page 128
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21 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 24 Compensatory added years (CAYs) A person entitled to CAYs payments. Decide whether to ask the administering authority to pay CAYs on your behalf. If the authority agrees, you must repay the amounts within the period and on the terms decided by the authority. Though, the administering authority must recover any payments made from the LGPS fund within two months. The administering authority cannot pay any lump sum CAYs payments from the LGPS fund. CAYs payments made from LGPS funds may have inadvertent tax consequences, such as 31(2) of the 1998 Discretionary Regulations The Council will only pay the lump sum CAY and Strathclyde Pension Fund Office will make the CAY pension payments on behalf of the Council. Previous Provision – requirement to declare – No Change Page 129
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22 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion being included in annual allowance calculations. 25 Double entitlement A member who: left between 1 April 1998 and 31 March 2009, is entitled to a pension or lump sum under two or more regulations due to the same membership, and has not chosen under which regulation the benefits are to be paid within three months of the date they are entitled to elect. We are not aware of any situations where this could occur. Decide on the member’s behalf under which regulation the benefits will be paid. 33(1)(b) of the 1998 Regulations The Council will consider each case on its merits and in partnership with Strathclyde Pension Fund Office No change Page 130
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23 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 26 Employee contributions An active member Decide the member’s annual contribution rate for each employment upon joining the Scheme. Reassess this rate each 1 April thereafter. You must also reassess the rate following any permanent material changes to the terms and conditions of their employment which affects their pensionable pay. When assessing the rate, you must have regard to guidance from Scottish Ministers. The Scottish Public Pensions Agency publish updated guidance each March, which is 9(2) and (4) of the 2018 Regulations The employee rate of contributions will be determined in accordance with these Regulations and guidance issued by the Scottish Ministers No Change Page 131
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24 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion available on the circulars page of their website. 27 Employee contributions An active member Decide the intervals at which the member must pay their employee contributions. 9(8) of the 2018 Regulations The frequency of employee contributions will be determined by the relevant pay cycle No Change 28 Employer contributions All active members Decide whether to request a review of your employer contribution rate between valuations. For the administering authority to allow this, it must have set out its policy on amending contributions between valuations in its funding strategy statement. If the review happens, you must undertake to meet the cost of the review. 61A(1)(b)(iii) of the 2018 Regulations For noting only– no requirement to lay out in policy. Page 132
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25 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 29 Exiting employers An employer proposing to become an exiting employer. Decide whether to request an indicative termination assessment. An indicative assessment is used instead of the actual termination assessment for the period of up to 90 days beginning with the date used to calculate the indicative assessment. It will show either the exit payment due from you or any surplus of assets. 61(2A) of the 2018 Regulations For noting only– no requirement to lay out in policy Page 133
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26 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 30 Final pay A member: for whom a final pay calculation is required, who is a variable-time employee, and whose pensionable pay earned in the relevant final pay period includes fees. This does not apply to councillor members. A ‘variable-time employee’ is defined as such an employee for the purposes of the LGPS in their contract and who is paid based on their duties (rather than by the number of hours worked) or whose duties only Decide whether to allow earlier periods to be used to calculate final pay. Ordinarily, you calculate the final pay using the average of the fees earned during the three-year period ending with the date of leaving the Scheme. If you allow earlier periods to be used, you will instead use the fees earned during any three consecutive years within the ten-year period ending with the last day of active membership. Each three-year period ends with the anniversary of the last day of membership. 11(2) of the 2008 Benefit Regulations The Council will allow a member to select final pay for fees to be any three consecutive years ending 31st March in the 10 years prior to leaving. The Council agree that this will be done automatically by Strathclyde pension fund office. No Change Page 134
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27 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion have to be performed occasionally. 31 Forfeiture or recovery / retention A member who: left the Scheme on or after 1 April 2015, and is convicted of a relevant offence. A relevant offence is an offence the member committed in connection with the employment in which they were a member. Decide whether to apply to Scottish Ministers for a forfeiture certificate. A forfeiture certificate is a certificate that the offence: was gravely injurious to the State, or is liable to lead to a serious loss of confidence in the public service. Applications must be made within the three-month period beginning with the conviction date. 86(1) of the 2018 Regulations The Council will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. No Change Page 135
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28 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 32 Forfeiture or recovery / retention A member: who left the Scheme after 31 March 2015, and regarding whom Scottish Ministers have issued a forfeiture certificate. Decide whether to forfeit any of the member’s rights. If the member has a guaranteed minimum pension (GMP), there are restrictions on the amount that can be forfeited. When deciding, considerations will be given to the recommendations made by Scottish Ministers. If you incurred loss as a direct consequence of the offence, you may only forfeit any of the member’s rights, including membership and survivor benefits, if you are unable to recover the loss: under regulation 87 (see discretion 33), or by any other means, 86(4) and 89 of the 2018 Regulations The Council will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. No Change Page 136
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29 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion except after an unreasonable time or at disproportionate cost. Page 137
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30 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 33 Forfeiture or recovery / retention A person who – left the Scheme after 31 March 2015, has left an employment in which the person was a member, left the employment due to grave misconduct, or a criminal, negligent or fraudulent act or omission in connection with the employment, incurred a monetary obligation to the employer arising out of the misconduct, act or omission, and is entitled to LGPS benefits, including a Decide whether to recover or retain the amount of the monetary obligation from the LGPS fund. If there is any dispute over the amount, you may not recover or retain it until it is enforceable under a court order or arbiter’s award. If the member has a guaranteed minimum pension (GMP), there are restrictions on depriving the member of their right to that pension. 87(2), (4) and 89 of the 2018 Regulations The Council will recover from Strathclyde Pension Fund the amount of loss in cases of criminal, negligence or fraudulent acts by a member, provided that other means of recovery have been exhausted. No Change Page 138
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31 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion refund of contributions. 34 Forfeiture or recovery / retention A member who: left the Scheme before 1 April 2015, is convicted of a relevant offence, and left the employment because of the offence. A relevant offence is an offence the member committed in connection with the employment in which they were a member. Decide whether to apply to Scottish Ministers for a forfeiture certificate. A forfeiture certificate is a certificate that the offence: was gravely injurious to the State, or is liable to lead to a serious loss of confidence in the public service. You must apply within the three-month period beginning with the conviction date. 66(6) of the 2008 Administratio n Regulations 111(6) of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. No change Page 139
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32 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 35 Forfeiture or recovery / retention A member: who left the Scheme before 1 April 2015, and regarding whom Scottish Ministers issued a forfeiture certificate. Decide whether to forfeit any of the member’s LGPS rights. If the member has a guaranteed minimum pension (GMP), there are restrictions on forfeiting the member’s right to that pension. If you incurred loss as a direct consequence of the relevant offence, you may only give the direction if you are unable to recover your loss: by the recovery provisions under the Scheme (see discretion 37), or by any other means, 66(2), (5) and 69 of the 2008 Administratio n Regulations 111(2) and (5) of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. No Change Page 140
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33 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion except after an unreasonable time or at disproportionate cost. 36 Forfeiture or recovery / retention A member who left the Scheme before 1 April 2015 and regarding whom: Scottish Ministers issued a forfeiture certificate, you have not formally notified the member of any decision about whether the member is entitled to an LGPS benefit, including a refund, and you have not yet decided to forfeit their benefits. Decide whether to give an interim payments direction to the administering authority. An interim payments direction instructs the authority to make interim payments to any person who would be entitled to receive LGPS benefits if no forfeiture direction were given. 67(1) of the 2008 Administratio n Regulations 112(1) of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will apply for a forfeiture certificate where a member is convicted of a relevant offence and, following the issue of the certificate, direct that benefits are to be forfeited. No Change Page 141
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34 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 37 Forfeiture or recovery / retention A person who – who left the Scheme before 1 April 2015, left an employment in which they were a member, left the employment due to a criminal, negligent or fraudulent act or omission in connection with the employment, incurred a monetary obligation to the employer arising out of the misconduct, act or omission, and is entitled to LGPS benefits. Decide whether to recover or retain from the LGPS fund the lesser of: the amount of the monetary obligation, and the value of the member’s rights, calculated by an actuary. If there is any dispute over the amount, you may not recover or retain it until it is enforceable under a court order or arbiter’s award. If the member has a guaranteed minimum pension (GMP), there are restrictions on depriving the member of their right to that pension. 68(2), (5) and 69 of the 2008 Administratio n Regulations 113(2), (5) and 114 of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will recover from Strathclyde Pension Fund the amount of loss in cases of criminal, negligence or fraudulent acts by a member, provided that other means of recovery have been exhausted. No Change Page 142
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35 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 38 Forfeiture or recovery / retention A person who left the Scheme before 1 April 2015 and who: left an employment in which they were a member, left the employment due to an offence involving fraud or due to grave misconduct in connection with the employment, caused direct financial loss to the employer due to the offence or misconduct, and is entitled to LGPS benefits and regarding whom the employer has directed the benefits to be forfeited or is entitled to a Decide whether to require the administering authority to pay you an amount from the LGPS fund. The amount must not exceed the lesser of: the direct financial loss, and the amount of any contributions that could have been refunded to the member or paid to their spouse, civil partner or dependant, less any amounts which have been refunded or paid. 70 of the 2008 Administratio n Regulations 115 of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will recover from Strathclyde Pension Fund the amount of loss caused by fraudulent offence or grave misconduct of employee (who has left because of that), or the amount of refund if less. No change Page 143
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36 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion refund of contributions. Page 144
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37 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 39 Gratuities – ill health An active member: with at least two years’ total membership, whose employment the employer ended on ill health grounds, and who is not permanently incapable of discharging efficiently the duties. “Permanently incapable” means the member is, more likely than not, incapable until at the earliest their State Pension age (minimum age 65). Decide whether to pay an ill health lump sum gratuity. The lump sum is the lesser of: one week’s pay for every whole year of employment with the employer, and 30 week’s pay. A week’s pay is defined in regulation 49B(5) of the 1998 Discretionary Regulations. 49B of the 1998 Discretionary Regulations The Council will not pay an ill health lump sum gratuity and will only award pay in lieu of notice based on service (1 weeks’ pay for every whole year of employment) or retain the employee on a period of administrative leave for their notice period. No Change – this has to be stated. Page 145
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38 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion This does not apply to councillors. 40 Gratuities in respect of non- pensionable service – death in service A person who died while employed by an LGPS employer for at least one year. This does not apply to councillors or employment as a teacher. Decide whether to make a scheme exercising this power. Decide whether to pay a death benefit gratuity to one or more of the person’s spouse, civil partner or dependants. This can be paid as a lump sum, an annuity, or both. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 46(4) of the 1998 Discretionary Regulations. 46 and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 146
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39 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 41 Gratuities in respect of non- pensionable service – redundancy A person who ceases employment with an LGPS employer due to redundancy or business efficiency, having been employed for at least five years, or one year and reached age 60, and is eligible for a redundancy gratuity. Regulation 48 of the 1998 Discretionary Regulations outlines the full eligibility conditions for redundancy gratuities. This does not apply to councillors or employment as a teacher. Decide whether to make a scheme exercising this power. Decide whether to pay a redundancy gratuity. This can be paid as a lump sum, an annuity, or both. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 48(5) of the 1998 Discretionary Regulations. 48(1) and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 147
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40 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 42 Gratuities in respect of non- pensionable service – redundancy A person who was paid a redundancy gratuity under regulation 48(1) of the 1998 Discretionary Regulations, where: the gratuity is or consists of an annuity, and the person has died when the capital value of the annuity payments received was less than the capital value of the annuity when it was originally granted. Decide whether to make a scheme regarding exercising this power. Decide whether to pay a further annuity to one or more of their spouse, civil partner or dependants. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 48(6) of the 1998 Discretionary Regulations. 48(4) and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 148
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41 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 43 Gratuities in respect of non- pensionable service – redundancy A person who: was paid a further annuity under regulation 48(4) of the 1998 Discretionary Regulations, and has died when the capital value of the further annuity payments received by the person was less than the capital value of that further annuity when it was originally granted. Decide whether to make a scheme regarding exercising this power. Decide whether to pay a further annuity. This can be paid to any other person who could have received the further annuity under regulation 48(4) of the 1998 Discretionary Regulations. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 48(7) of the 1998 Discretionary Regulations. 48(7) and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 149
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42 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 44 Gratuities regarding non- pensionable service – retirement A person who ceases employment with an LGPS employer other than due to redundancy or business efficiency and is eligible for a retirement gratuity. Regulation 47 of the 1998 Discretionary Regulations outlines the full eligibility conditions for retirement gratuities. This does not apply to councillors or employment as a teacher. Decide whether to make a scheme regarding exercising this power. Decide whether to pay a retirement gratuity. This can be paid as a lump sum, annuity, or both. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 47(3) of the 1998 Discretionary Regulations. 47(1) and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 150
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43 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 45 Gratuities in respect of non- pensionable service – retirement A person who was granted a retirement gratuity under regulation 47(1) of the 1998 Discretionary Regulations, where: the gratuity is or consists of an annuity, and the person has died when the capital value of the annuity payments received was less than the capital value of the annuity when it was originally granted. Decide whether to make a scheme regarding exercising this power. Decide whether to pay a further annuity to one or more of the person’s spouse, civil partner or dependants. If so, decide the amount, ensuring it does not exceed the limit specified in regulation 47(5) of the 1998 Discretionary Regulations. 47(4) and 49 of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 151
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44 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 46 Ill health A member regarding whom the employer must decide whether they qualify for ill health retirement. Choose an independent registered medical practitioner (IRMP) to complete the ill health certificate. The IRMP must: meet the definition of ‘independent registered medical practitioner’ in schedule 1 of the 2018 Regulations, not have previously advised, given an opinion on, or otherwise been involved in the case, and unless you are also the administering authority, obtain the authority’s approval to your choice. 35(2) and (3) of the 2018 Regulations For noting only– no requirement to lay out in policy Page 152
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45 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 47 Injury / contracts disease A person who is entitled to an injury allowance on leaving their employment as a result of incapacity which is likely to be permanent and was caused by the injury or disease. Regulation 39 of the 1998 Discretionary Regulations outlines the full eligibility conditions. This does not apply to councillors or employment as a teacher. From time to time, decide the amount payable. The annual amount payable may not exceed 85 per cent of the person’s annual rate of remuneration, as defined in regulation 39(3) of the 1998 Discretionary Regulations. When deciding, you must consider the matters listed in regulation 43 of the 1998 Discretionary Regulations. If the person becomes capable of working again, decide whether to suspend or discontinue the allowance. 39(2) and (4) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 153
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46 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 48 Injury / contracts disease A person who is entitled to an injury allowance while their pay is reduced while continuing in their employment (or any other relevant employment). Regulation 40 of the 1998 Discretionary Regulations outlines the full eligibility conditions. This does not apply to councillors or employment as a teacher. From time to time, decide the amount payable. The amount payable in any year may exceed the difference between the person’s current pay and the pay they would have received had they not sustained the injury or contracted the disease. When deciding the amount, you must consider the matters listed in regulation 43 of the 1998 Discretionary Regulations. 40(3) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 154
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47 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 49 Injury / contracts disease A person who: was entitled to an allowance under discretion 48 immediately before ceasing their employment (or any other relevant employment), in respect of whom discretion 48 no longer applies on the cessation, starts to receive their LGPS pension where the final pay is calculated without applying a Certificate of Protection, and is entitled to an injury allowance. Decide the amount of the allowance and the period for which it will be paid. The amount may not exceed the difference between the member’s LGPS pension being paid and the amount it would have been if the allowance paid under regulation 40 of the 1998 Discretionary Regulations had been included in the final pay calculation. 41(1) and (2) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 155
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48 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion Regulation 41 of the 1998 Discretionary Regulations outlines the full eligibility conditions. 50 Injury / contracts disease A deceased person’s spouse, civil partner or dependant who is entitled to injury death benefits. Regulation 42 of the 1998 Discretionary Regulations outlines the full eligibility conditions for injury death benefits. This does not apply to a spouse, civil partner or dependant of a deceased councillor or teacher. From time to time, decide the amount payable. It can be paid as an annual allowance or lump sum. When deciding the amount, you must consider the matters listed in regulation 43 of the 1998 Discretionary Regulations. 42(3) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 156
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49 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 51 Injury / contracts disease A deceased member’s spouse or civil partner: who was entitled to an annual allowance under regulation 42 of the 1998 Discretionary Regulations, where the allowance stopped due to a subsequent marriage, civil partnership or cohabitation, and where the subsequent marriage, civil partnership or cohabitation has ended. Decide whether to restore the allowance. If so, decide the period during which it is paid. 42(4) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy Page 157
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50 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 52 Injury / contracts disease A deceased member’s dependant who is entitled to an annual allowance under regulation 42 of the 1998 Discretionary Regulations. Decide the period during which the allowance is paid. 42(6) of the 1998 Discretionary Regulations For noting only– no requirement to lay out in policy 53 Pensionable pay An active member This does not apply to councillors. Decide whether to specify in the contract of employment the value of any non-cash benefit as being a pensionable emolument. No amount falling within regulation 20(2) of the 2018 Regulations can be a pensionable emolument. 20(1)(b) of the 2018 Regulations Elements of pay received by an employee other than those specified in these regulations and not otherwise precluded will only be pensionable if specified as such in the member’s contract of employment. No Change Page 158
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51 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 54 Redundancy An active member, or an assumed member, who ceases employment and is entitled to a redundancy payment under the Employment Rights Act 1996. This does not apply to employees of admitted bodies, councillors or teachers. Regulations 6(2) and 7 of the 1998 Discretionary Regulations define an ‘assumed member’. Decide whether to increase the redundancy payment. The increase cannot exceed the difference between: the redundancy payment, and the amount it would have been had the limit on weekly pay not applied. The limit on weekly pay is set out and updated annually each 6 April, in section 227 of the Employment Rights Acts 1996. 4 of the 1998 Discretionary Regulations Where redundancy is linked to the award of CAY (compensatory added years), payment will be subject to the statutory weekly limit. No Change Page 159
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52 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 55 Redundancy / efficiency An active member, or someone who is eligible to be an active member, who: ceases their employment due to redundancy or in the interests of the efficient exercise of the employer’s functions, and is eligible to receive compensation under part four of the 1998 Discretionary Regulations (Compensation for Redundancy where Part three (Compensation for Premature Decide whether to pay the person compensation. You must decide within six months of the employment ceasing. The compensation must not exceed 104 weeks’ pay. You must deduct the following from the compensation: redundancy payment under the Employment Rights Act 1996, and compensation under part two of the 1998 Discretionary Regulations (Increase of Statutory Redundancy Payments). 34 and 35 of the 1998 Discretionary Regulations The Council will consider awarding compensation up to 45 weeks (using the statutory redundancy table with a multiplier of 1.5, known as the ‘enhanced table’). Eligible employees will either be scheme members with at least 2 years continuous service and under 55 years (50 for protected members) or employees who are non-members of the scheme. Any award will be subject to cost benefit analysis and the limits of affordability at the time of proposed release. No Change Page 160
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53 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion Retirement) does not apply). This does not apply to councillors. 56 Refunds A member who – left active membership after 31 March 2015, was entitled to a refund, and has lost that right because they have been found guilty, in connection with the employment, of either an offence of fraudulent character or grave misconduct. Decide whether to direct payment from the LGPS fund of a sum to – the member, their spouse, their civil partner, their cohabiting partner, or any of the member’s dependents. The sum can be no more than the member’s contributions. 19(2) of the 2018 Regulations No right to a return of contributions due to an offence of a fraudulent character or grave misconduct unless the employer directs a total or partial refund is to be made The Council will exercise this discretion and will not direct a total or partial refund. No Change Page 161
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54 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 57 Refunds A member who – left active membership before 1 April 2015, was entitled to a refund, and has lost that right because they left the employment because of grave misconduct in connection with the employment. Decide whether to direct payment from the LGPS fund of a sum to the member. The sum must not exceed the member’s contributions. 42(2) of the 2008 Administratio n Regulations 87(2) of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will not direct a return of contributions in the event of an offence of a fraudulent character or grave misconduct. No Change Page 162
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55 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 58 Refunds A Member who – left active membership before 1 April 2015, was entitled to a refund, and has lost that right because they left the employment because of an offence of a fraudulent character in connection with the employment. Decide whether to direct payment from the LGPS fund of a sum to – the member, their spouse, their civil partner, or any of the member’s dependants. The sum must not exceed the member’s contributions. 42(2) of the 2008 Administratio n Regulations 87(2) of the 1998 Regulations 4(1)(b) of the 1998 Transitional Regulations The Council will not direct a return of contributions in the event of an offence of a fraudulent character or grave misconduct. No Change Page 163
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56 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 59 Retirement – deferred members A member who: left with deferred benefits between 1 April 2009 and 31 March 2015, and elects for payment between 55 and 60. Ordinarily, you will treat the election as being made under regulation 3(13) of the 2014 Transitional Regulations. For these: you do not need to consent to early payment, the benefits will be reduced for early payment, and you may not agree to waive any of the reductions. If you want to waive any reductions for early payment, you must first decide to treat the election as an election under 30(2) of the 2008 Benefit Regulations. 30(2) of the 2008 Benefit Regulations The Council will not waive the actuarial reduction applied to benefits paid early under these regulations. No Change Page 164
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57 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 60 Retirement – deferred members A member who: left with deferred benefits between 1 April 1998 and 31 March 2009, and elects for payment between 55 and 60. Ordinarily, you will treat the election as being made under regulation 3(13) of the 2014 Transitional Regulations. For these: you do not need to consent to early payment, the benefits will be reduced for early payment, and you may not agree to waive any of the reductions. If you want to waive any reductions for early payment, you must first decide to treat the election as an election under 30(1) of the 1998 Regulations. 30(1) of the1998 Regulations The Council will not waive the actuarial reduction applied to benefits paid early under these regulations. No Change Page 165
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58 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 61 Retirement – deferred members A member who: left with deferred benefits between 1 April 1998 and 31 March 2009, and elects for payment between 50 and 55. Decide whether to consent to the election. If you do so, the member and the administering authority will need to pay unauthorised tax charges to HMRC. 30(1) of the1998 Regulations The Council will not waive the actuarial reduction applied to benefits paid early under these regulations. No Change Page 166
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59 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 62 Retirement – deferred members A member who: left with deferred benefits before 1 April 1998, and elects for payment on or after age 55. Ordinarily, you will treat the election as being made under regulation 3(13) of the 2014 Transitional Regulations. For these: you do not need to consent to early payment, the benefits may be reduced for early payment, and you may not agree to waive any of the reductions. If you want to waive all the reductions for early payment, you must first decide, on compassionate grounds, to treat the election as an election under E2(6)(b) of the 1987 Regulations For noting only– no requirement to lay out in policy Page 167
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60 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion regulation E2(6)(b) of the 1987 Regulations. Where you do so, the administering authority will likely require you to pay an additional employer contribution. 63 Retirement – deferred members A member who: left with deferred benefits before 1 April 1998, and elects for payment between 50 and 55. Decide whether to consent to the election on compassionate grounds. If you do so the: member and the administering authority will need to pay unauthorised tax charges to HMRC, and administering authority will likely require you to pay an additional employer contribution. E2(6)(b) of the 1987 Regulations For noting only– no requirement to lay out in policy Page 168
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61 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 64 Retirement – deferred members A member: who left with deferred benefits between 1 April 2009 and 31 March 2015, who elects for early payment, and whose benefits will be reduced for early payment. Decide whether, on compassionate grounds, to agree to waive all or none of the reduction to the benefits. If so, the administering authority will likely require you to pay an additional employer contribution. Where the member is aged between 55 and 60, you will only be able to agree to this if you have also agreed for the election to be treated as being made under regulation 30(2) of the 2008 Benefit Regulations. See discretion 59. Paragraph 2(1) of schedule 2 to the 2014 Transitional Regulations 30(5) of the 2008 Benefit Regulations The Council will not waive the actuarial reduction applied to benefits paid early under these regulations. No change but additional para – linked to Disc 59 above Page 169
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62 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 65 Retirement – deferred members A member: who left with deferred benefits between 1 April 1998 and 31 March 2009, who elects for early payment, and whose benefits will be reduced for early payment. Decide whether, on compassionate grounds, to agree to waive all or none of the reduction to the member’s benefits. If so, the administering authority will likely require you to pay an additional employer contribution. Where the member is aged between 55 and 60, you will only be able to agree to this if you have also agreed that the election is to be treated as being made under regulation 30(1) of the 1998 Regulations. See discretion 60. Paragraph 2(1) of schedule 2 to the 2014 Transitional Regulations 30(5) of the 1998 Regulations The Council will not waive the actuarial reduction applied to benefits paid early under these regulations. No Change Page 170
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63 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 66 Retirement – active and deferred members A member who: left active membership after 31 March 2015, and will receive payment of benefits that are reduced for early payment. This doesn’t apply to flexible retirement cases (see discretion 69). Decide whether to agree to waive all, some or none of the reductions. 29(9) of the 2018 Regulations 3(12) of the 2014 Transitional Regulations The Council will consider each case on its’ own merits and may waive all or part of the actuarial reduction where this is demonstrated to be to the Council’s advantage or in its’ operational interest in line with the Council policy. No Change Page 171
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64 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 67 Retirement – active and deferred members A member who: left active membership after 31 March 2015, elects for payment of benefits between 55 and 60, qualifies for rule of 85 protection, and satisfies it before 60. If unsure whether the member qualifies for rule of 85 protection and, if so, when they satisfy it, check with the administering authority. This doesn’t apply to flexible retirement cases. The actual date the member satisfies the rule For calculating early payment reductions, decide whether the administering authority should use the actual date the member satisfies the rule of 85. Ordinarily, the authority will treat the member as satisfying it at age 60. If you require the authority to use the actual date the member satisfied the rule of 85, it will likely require you to pay an additional employer contribution. Paragraph 1(1)(c) of schedule 2 to the 2014 Transitional Regulations The Council will not exercise the discretion to apply the 85 year rule on the basis of cost. No Change Page 172
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65 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion of 85 is automatically used. 68 Retirement – flexible retirement An active member who – is aged 55 or over, has built up at least two years qualifying service, reduces their hours or grade in an employment, and immediately elects to receive all or part of their pension while remaining in their employment. Councillor members may not elect for flexible retirement. Decide whether to consent to the election. If so, the administering authority may require you to pay an additional employer contribution. 29(7) of the 2018 Regulations 11(2) of the 2014 Transitional Regulations The Council will consider applications on an individual basis and may be granted where it can be demonstrated to be to the Council’s advantage or in its’ operational interest and in accordance with the Council’s policy. No Change Page 173
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66 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 69 Retirement - flexible retirement A member entitled to flexible retirement where the benefits will be reduced for early payment. Decide whether to agree to waive all or part of the reductions. If you decide to waive any of the reductions, the administering authority will likely require you to pay an additional employer contribution. Note: any resultant strain cost from the exercise of this discretion will be charged to the employer regardless of the member’s age at date of retirement. 29(9) of the 2018 Regulations Paragraph 2(1) of, and schedule 2 to, the 2014 Transitional Regulations The Council will consider applications on an individual basis and may be granted where it can be demonstrated to be to the Council’s advantage or in its’ operational interest and in accordance with the Council’s policy. No Change Page 174
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67 No. Topic Relevant member Summary of employer discretion Regulations Employer’s policy on the exercise of this discretion 70 Transfers out Two or more members whose active membership ends on joining a different pension Scheme. Decide whether the transfers out of the LGPS fund should be calculated as a bulk transfer. If so, the administering authority, managers of the different scheme and members also need to agree. 93(1) of the 2018 Regulations The Council will consult with Strathclyde pension fund office and the fund actuaries in this regard. No Change 71 Transfers in An active member who: elects to transfer pension rights from a different scheme to the LGPS, and gives the election after 12 months from first joining the LGPS in an employment. Decide whether to allow the late election. 95(6) of the 2018 Regulations The Council will not generally extend the normal time limit for acceptance of a transfer value beyond 12 months from joining the scheme. However, may do so where exceptional circumstances can be proved. Each case will be considered on its individual merits including if there would be any financial impact on the Council and/or the Pension Fund. No Change Page 175
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68 * Whether discretion should be set out in written policy statement No written policy statement required Regarding exercising certain discretions, while the regulations do not require the employer to set out their policy in a written statement, we recommend doing so to promote strong governance. Written policy required under the LGPS regulations The regulations require the employer to prepare and publish a written statement of its policy on exercising certain discretions. The employer should have sent a copy of its first statement to the administering authority before: 1 July 2015 – regulation 58 of the 2018 Regulations 1 July 2009 – regulation 61 of the 2008 Administration Regulations 1 July 1998 – regulation 105 of the 1998 Regulations. The employer must keep their statement under review. If the employer changes its policy, it must revise its statement accordingly. Within a month of revising the statement, the employer must: send a copy of the revised statement to the administering authority, and publish the revised statement. When preparing, reviewing and revising the statement, the employer must consider whether there is a risk, and if so, the extent of that risk, that exercising the discretion in accordance with the policy could lead to a serious loss of confidence in the public service. Note 3 – Regulation 51A of the 1998 Discretionary Regulations Regulation 51A requires the employer to formulate and publish a written statement of its policy on exercising certain discretions. The employer should have published its first statement before 7 October 2000. The employer must keep their statement under review. Page 176
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69 If the employer decides to amend its policy, it must publish an amended written statement within a month of deciding to amend the policy. The amended policy may not have effect until, at the earliest, one month after the amended statement is published. When formulating or reviewing their policy, the employer must: have regard to the extent to which exercising the discretions, unless properly limited, could lead to a serious loss of confidence in the public service be satisfied that the policy is workable, affordable and reasonable having regard to the foreseeable costs. Commitments and Aims Statement The Council has a responsibility to exercise discretion in a fair, consistent, manner and act in the best interests of the organisation, the community and the pension fund. The following sections detail the Council’s commitments in particular circumstances. Re-employment of individuals who have left the Council through early retirement/voluntary severance In line with the Accounts Commission report on “Managing Early Departures from the Scottish Public Sector”, where an individual leaves the employment of the Council through early retirement/voluntary severance the individual will be unable to seek re-employment with the Council at a future date. Any re-employment of former employees would be in exceptional circumstances only and must have prior approval from the Chief Officer - People and Technology. Cost Benefit Analysis/Voluntary Early Retirement/Voluntary Severance To comply with best value principles, the Council has an aim and commitment to a consistent maximum pay-back period of two years for voluntary early retirement or severance. In line with current processes, all Cost Benefit Analysis (CBA) are considered and approved on their merits, with consideration of current financial position and previous approaches. Approval is thereafter required of the Chief Officers - People and Technology and Page 177
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70 Resources, followed by the Chief Executive. The Council reserves the right to vary this pay- back period in exceptional circumstances and on submission of a robust business justification. The application of S20 Certificate of Protection Regulation 22 of the Local Government Pension Scheme (Scotland) Regulations 1998 provides a degree of protection for members who suffer a reduction in their pensionable pay through circumstances out-with their control including the member’s ill health. This provision is carried forward by regulation 43 of The Local Government Pension Scheme (Administration) (Scotland) Regulations 2008. Circumstances out-with an employee’s control are defined as being: a. the employer compulsorily changed the employment resulting in a lower grade b. Job Evaluation exercise c. Equal pay correction d. Ill health e. Cessation of pensionable payments, compulsorily made In the event that an employee suffers a reduction in their pensionable pay due to their own conduct (disciplinary sanctions) or circumstances in which there were other alternative options, they will not be eligible for nor covered by this protection. #############################ENDS################################# Page 178
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Citizen, Culture and Facilities Committee: Corporate Services Committee 12 November 2025 Subject:Citizen, Culture and Facilities Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Citizen, Culture and Facilities Delivery Plan 2025/26 was presented to Corporate Services Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 27 actions is summarised below: Progress No. (%) Completed 2 (7%) In progress and on track 25 (93%) Not on track 0 (0%) Overdue 0 (0%) 4.3 There are no overdue or cancelled actions at mid-year ITEM 12 Page 179
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4.4 Thirteen of the Plan’s 18 PIs are monitored quarterly and a further 5 are monitored half yearly. Data is available for all 18 PIs. Performance is summarised below. For PIs where data is collected quarterly For PIs where data is collected half yearly Performance Against Target Q1 Q2 H1 Target met or exceeded 6 8 1 Target narrowly missed 5 1 2 Target significantly missed 2 4 2 Total No. of PIs 13 13 5 4.5 Significantly missed targets relate to the following PIs, with further details set out in the appendix: Percentage of complaints received by the Council that are resolved/ closed at stage 1. Percentage of complaints received by the Council that are resolved at stage 2. Residents’ satisfaction with Council services overall. Percentage of stage 1 complaints responded to within 5 working days. Percentage of stage 2 complaints responded to within 20 working days Percentage of residents who feel the Council communicates well with them and keeps people informed of important information. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Citizens, Culture and Facilities may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation Page 180
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9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Amanda Graham Chief Officer - Citizen, Culture and Facilities Date: 23 October 2025 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan 2025/26 - Mid-year Progress Background Papers: Citizen, Culture and Facilities Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 181
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1 Appendix 1: Citizen Culture & Facilities Delivery Plan 2025/26 -Mid Year Progress 1. Our Communities Objective 2. Our resident’s health and wellbeing remain a priority Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of attendances per 1,000 population for indoor sports and leisure facilities 1,747 1,500 1,683 1,659 Target exceeded in both quarters. Dryside attendances increased compared to the previous year. Clydebank Leisure Centre, Meadow, and the Vale Pool recorded a rise. Most increases occurred within the health and fitness areas. Clydebank Leisure Centre hosted dancing and sports events during this period. John Anderson % of pupil medical dietary requests met 100% 100% 100% 100% Target achieved. Sharon Jump % of pupils who take up free school meals (P1-7) 68% 75% 87% 75% Q1 target marginally missed however Q2 target exceeded. Performance tracking to continue to meet target. Sharon Jump Action Status Progress Due Date Note Owner Participate in the Council wide Good Food Plan 31-Mar-2026 Action progressing as planned. We continue to engage with external stakeholders/network to identify opportunities in preparation for the development of plans. Sharon Jump Ensure appropriate free school meal provision is in place 31-Mar-2026 Action progressing as planned. We are engaging with colleagues in Education and across Revenue and Benefits service to ensure the relevant date is being shared timeously and all pupils who qualify for free school meals are identified. Sharon Jump Page 183
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2 Objective 3. Our residents are supported to increase life and learning skills Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Total number of library issues (Physical and e-Issues) 54,797 55,000 60,159 55,000 Performance tracking to meet target. Q1 target marginally missed however Q2 target exceeded. Emma Eremin Total number of visits to museums and heritage centres (virtual & in person) * 25,356 26,625 29,003 26,625 Performance tracking to meet target. Q1 target marginally missed however Q2 target exceeded. Lauren Crooks Total number of library visits (physical and virtual) 157,136 96,249 172,181 96,249 Performance tracking to meet or exceed target. Strong Q1 and Q2 exceeding 2024-25 for same period. Virtual visits increasing due to new Library management system reporting more accurately on visitors to online library catalogue. Emma Eremin H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner % Residents satisfied with Libraries 76% 75% Target met. Of the 75 residents who responded, 57 were satisfied with the service and 18 indicated dissatisfaction. Comments include dissatisfaction with closure of local libraries and relocation of libraries. The Councils Citizens Panel is the new source for satisfaction measures following the removal of the telephone survey as part of 24/25 budget savings. This change has resulted in a reduction to the base numbers of respondents. Emma Eremin % Satisfaction with museums & galleries 79% 80% Performance marginally missed target and down by 2% from year end. Of the 47 residents who responded to this question, 37 were satisfied with the service and 10 indicated dissatisfaction. Comments include lack of knowledge of where the museums and galleries are located and what is on. As the data source is now the Citizens Panel, there is a reduction to the base numbers of respondents. With the base numbers being smaller fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. In addition, progress of Glencairn, Clydebank Heritage hub and conversion of Dumbarton library should support improved satisfaction. Lauren Crooks Page 184
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3 Action Status Progress Due Date Note Owner Progress funding application to support heritage activity programme for Glencairn House 31-Mar-2026 Action progressing as planned. We continue to work closely with our asset’s colleagues regarding the timeline for the opening of Glencairn House. Work on the activity programme for Glencairn House is ongoing in the Arts & Heritage team. The split between collections, local history and arts development provision is being finalised and funding streams will be pursued as this is completed. Lauren Crooks Prepare for opening of new Clydebank Museum and Launch Heritage Programme 31-Mar-2026 Clydebank Museum and Local History & Archives is now successfully open to the public and the Museums Galleries Scotland (MGS) funded Heritage Project Worker is now in post. The activity programme is now underway, and engagement has been strong to date. Lauren Crooks Progress next phase of planning for future decant of WDC collections to Strathleven 31-Mar-2026 Action progressing as planned. List of requirements complete and available for next stage. We continue to work with colleagues in Asset Management as the Capital project plan progresses. The mapping exercise for collections will take place alongside this progression. Lauren Crooks Launch public access to local history and archive collections 31-Mar-2026 Server and Modes updates are now complete. There has been further delay in catalogue records being uploaded to Modes due to the size of the digital files, this is being mitigated by moving to batch uploads which should mean the collections data required for the online platform to go live to the public should be in place imminently. Lauren Crooks Develop the co-located Faifley Community Library and embed into branch network 31-Mar-2026 Action progressing as planned. We are working with our Assets colleagues on the scheduled move plan. Faifley library is scheduled to close to the public on 15th October to decant and move location. Faifley library will reopen on 22nd October in line with whole campus. Opening hours will remain as currently 2-5pm Monday- Friday and will be reviewed in line with citizen feedback as the library settles in its new location. Emma Eremin Relocate Dumbarton Library to Glencairn House with new staffing model in place. 31-Mar-2026 Action progressing as planned. Library Services continue to contribute to decant plans for the move of Dumbarton Library to Glencairn House. We continue to work closely with our asset’s colleagues regarding the timeline for the move to take place. We anticipate a closure of 3 weeks to allow the move to take place. The mobile library will offer library book borrowing services outside Dumbarton Library to ensure a library service continues for citizens throughout the move period. Anticipated staffing and operational plans for Glencairn have been shared with managers. Emma Eremin Page 185
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4 Action Status Progress Due Date Note Owner Create a strategy document for West Dunbartonshire Libraries 31-Mar-2026 Action progressing as planned. Following public consultation 98% of respondents see libraries as vital to their community's future. The consultation feedback highlighted 5 priorities for the service to deliver; 1. Discovering new books, 2. Enjoying a Calm, welcoming space, 3. Having lots of resources in one place, 4. Getting helpful advice from staff, 5. Joining in a range of activities and classes. These priorities have informed the 4 drafted Strategic Aims. 1: Reading and Learning, 2: Fostering Community Wellbeing, 3: Empowering Connections, 4: Sustainable Development and Innovation. The Library Strategy will demonstrate how the service fits into the Council Strategic Plan 2022-27 and Forward: National Strategy for Public Libraries. The strategy gives a commitment that the service will undergo self-evaluation and peer evaluation through the Scottish Library and Information Council How Good is Our Public Library Framework. Emma Eremin Develop and deliver the Libraries Empower Connections Digital Offering 31-Mar-2026 Action progressing as planned. Tablet devices have been procured along with an interactive screen within Clydebank Library. Activities began with drop-in sessions for citizens to seek advice on accessing online council services. The project then pivoted when a need was identified and highlighted via the Performance and Strategy Team regarding the need for digital assistance for deaf people in accessing council services. A successful scoping meeting was held with the group with the project funding BSL Interpreters. The group were not previously aware of library services and the digital services/classes on offer or how to access council services online. The entire group joined the library at the session to be able to access services. A programme has been developed for the group to support the use of devices to access library and other online services which will run in November. The British Deaf Association highlighted this as the first digital programme specifically for deaf people in Scotland tackling digital exclusion. Emma Eremin Contribute to Planning, Decant and Relocation of Library Services from Poplar Road. 31-Mar-2026 Action progressing as planned. Libraries will continue to contribute to planning and requirements in line with Asset Management timetable for move. This action will follow the move of Dumbarton Library to Glencairn House. Outline of requirements shared with managers including the required move of the Mobile Library service, Home Delivery service, Bookbug Bag storage and distribution point and Library HQ Support and Learning Services staff. Emma Eremin Page 186
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5 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce planning; Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action progressing. Investigating technology options with Council data analyst to deliver improved absence and leave planning in contact centre alongside market research. Facilities management has implemented ongoing engagement as part of service redesign and will have a further staff survey following implementation of the new service model. Amanda Graham Workforce planning; Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 Action progressing. Within Libraries preparation underway to consider work required to review and develop role profiles for Library staff, where there are no current profiles. Role profile for front lime staff amended. Within Arts and Heritage work is underway to consider the delivery of savings, likely to require change in roles or structure of the team consideration will be given to Standard Operating Model (SOM) compliance. Within Facilities Management the new service model plans will provide appropriate resilience. Amanda Graham Workforce planning; Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action progressing. Performance is being proactively managed with Facilities Management. The actions being implemented by management team will continue. Telephone performance reviewed and reported to PMRG Sept 25. The service will continue to monitor and report as required. Forum of CCF senior managers to share best practice is in place with regular diarised meetings. Amanda Graham Objective 11. Our Council is adaptable and focused on delivering best value for our residents Page 187
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6 Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of complaints received by the Council that are resolved/ closed at Stage 1 79% 90% 70% 90% Q1 target marginally missed and Q2 target missed. In the first six month there were 574 complaints received. In the reporting period 488 were handled at Stage 1 and of these 430 complaints were closed or resolved at this stage. The remaining 59 complaints will be closed and reported within the appropriate reporting period. Increased workload and complexity have meant more complaints being escalated from Stage 1. Stephen Daly Percentage of complaints received by the Council that are resolved at Stage 2 10% 10% 12% 10% Q1 target met and Q2 target missed. In the period April- September 2025 there were 574 complaints received. Of these 61 were handled at Stage 2. Of the stage 2 complaints received 33 were responded to in Q2. The remaining 28 open complaints will be closed and reported within the appropriate reporting period. Increased workload and complexity has meant more complaints being escalated from Stage 1. Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 92% 90% 90% 90% Q1 target exceeded and Q2 target met. With over 18,650 calls, 17,857 were answered within 5 minutes. Stephen Daly % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 79% 90% 89% 90% Target marginally missed in both quarters. More than 13,099 calls received. Of these 10,995 calls answered within 3 minutes. A further 1832 were answered after 3 minutes. Reduced resourcing and increased call volume relating to various issues alongside increased call handle time due to increased complexity in calls received together contributed to reduced performance. Stephen Daly H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Residents satisfaction with Council services overall 49% 70% Target significantly missed with downward trend from previous year. Of the 129 Citizens panel members who responded to the online survey, 63 were satisfied with the service and 66 indicated dissatisfaction. Comments include dissatisfaction with the service provided by a number of services across the Council, the poor condition of the local environment, and high cost of Council tax with reduced services. The Councils Citizens Panel is the new source for satisfaction measures. This change has resulted in a reduction to the base numbers of respondents. With the base numbers being Lauren Crooks Page 188
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7 H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner smaller fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. Action Status Progress Due Date Note Owner Support upgrade to Contact Centre Telephony Platform 31-Mar-2026 Action progressing as planned. Essential requirements for Contact Centre have been established and discussed with ICT. ICT are continuing to have discussions with potential suppliers to further their investigations into upgrade to the corporate telephone system. Stephen Daly Facilities Management Service Redesign 31-Mar-2026 Action progressing as planned. We are finalising a review of all data from 1:1’s which will feed into the overall matching process to assist in the conclusion of the Service Re-Design. Sharon Jump Consider the options to develop an FM training academy and apprentice programme 31-Mar-2026 Action progressing as planned. Discussions have taken place with W4U and Education to identify options for development of apprenticeship opportunities. Dates are to be confirmed for participation at Careers evenings and further engagement with Secondary Head Teachers and W4U is ongoing. Sharon Jump Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Risk of Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. 06-Oct-2025 Demand to the Contact Centre continues to become more complex and outcomes to satisfy the Citizens are much harder to achieve. This is also visible on social media. Evidence to support this is the challenging situations on Waste Services, Conditions of Roads, speed of response to Housing enquiries, ongoing concerns to Housing Repair updates being the most significant number of calls to the Council. Citizens are dissatisfied as indicated in satisfaction surveys. No change to risk matrix Stephen Daly Page 189
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8 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. 01-Oct-2025 Work continues to engage with services and improve response times and learning outcomes. The likelihood remains the same in terms of no new evidence being visible on how Services have improved their processes by learning from complaints. No change to risk matrix Stephen Daly Objective 12. Our residents are engaged and empowered Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner % of stage 1 complaints responded to within 5 working days. 68.92% 100% 60.11% 100% Target missed in both quarters. In the 6-month period April - September there were 430 complaints responded to Stage 1. Of these 280 complaints were responded to within 5 working days. A further 93 stage 1 complaints were closed with extensions being applied. Delays were due to increased workload and delays in responses from services. Stephen Daly % of stage 2 complaints responded to within 20 working days. 61.29% 100% 46.66% 100% Target missed in both quarters. In the 6-month period April - September 2025 there were 86 complaints handled at Stage 2. Of these 61 complaints were closed at stage 2 of which 33 were responded to within 20 working days. A further 7 were closed with extension being applied. Delays in responses are due to the complexity of matters raised and also delays in responses being received from services. Stephen Daly No. of transactions undertaken online 17,858 17,000 14,659 14,000 Targets exceeded. Targets were increased for 2025/26 based on increased on line transactions including garden waste fees, full first year and West Stephen Daly Page 190
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9 Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Dunbartonshire Leisure Trust (WDLT) now using its own payment system. H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Percentage of residents who are satisfied with the Council website 81% 85% Performance marginally missed target and down by 3.2% from year end. Of the 105 residents who responded to this question, 85 were satisfied with the service and 20 indicated dissatisfaction. Comments include; difficulty navigating and finding required information and slow or no response to online enquiries. These enquiries are managed by each service area rather than the Web team. With the base numbers being smaller now we are using the Citizens Panel, fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. Stephen Daly % of residents who feel the Council communicates well with them and keeps people informed of important information. 46% 60% Performance has reduced from year end although has been trending in red status for some time. Of the 105 residents who responded, 48 were satisfied with the service and 57 indicated dissatisfaction. Comments include too much emphasis on social media for communication, concern that key messages and information on various services is not always in good time. With the base numbers being smaller now we are using the Citizens Panel, fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. Lauren Crooks Action Status Progress Due Date Note Owner Implement Arts and Heritage revised team and service provision 31-Mar-2026 Action progressing as planned. Meeting with the Arts and Heritage team have taken place. A review of the current team structure including role profile and tasks has been undertaken and the draft proposal for service provision has been prepared. The next step is to take this proposal to SRRG to seek approval for consultation. Lauren Crooks Review website coding to ensure it complies with regulations 31-Mar-2026 Action progressing as planned. We successfully improved our Silktide accessibility score from 70% to 81% by implementing WCAG 'A' level coding fixes across the site. The small number of new 'A' issues flagged are related to the recent Chatbot integration; the supplier is currently working on resolution and aims to have them resolved early Q3. Stephen Daly Page 191
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10 Action Status Progress Due Date Note Owner Progress plan to enhance intranet accessibility 31-Mar-2026 Action on internal site improvements is ongoing. While priority remains on the external site, we are resolving quick, easy-to-fix issues on the intranet. However, because we do not directly control daily content, new issues are frequently introduced by editors at the same time we are resolving old ones. We will continue to monitor the intranet content Stephen Daly Review website accessibility to ensure it complies with regulations 31-Mar-2026 Action is progressing as planned. We have successfully fixed all WCAG 'A' criteria issues on the external website (excluding known issues related to third-party integrations like Google Maps), meeting the minimum level of conformance. Our next focus is the higher-level 'AA' criteria issues. We will prioritise fixing individual page issues first, before addressing those that impact the overall look and feel of the website Stephen Daly Implement Contact Centre revised team and service provision 31-Mar-2026 Action progressing as planned. Saving delivered, revised team and service provision complete. We will continue to monitor impact on service. Stephen Daly Develop a communication plan to support budget savings initiatives for 25/26 31-Mar-2026 Action progressing as planned, communications approach and timeline has been agreed. Development of draft communication plan for December budget is underway. Lauren Crooks Carry out Strategic Needs Assessment to support Strategic Plan 2027-2032 & LOIP 2027-2037 31-Mar-2026 This action is progressing well and on track to be completed by year end. To detailed analysis is being compiled to give an overview of the current and future needs of the local community to identify priority areas of focus to reduce inequalities. The strategic needs assessment will form the basis of future work to be undertaken in development of the Council Strategic plan 2027-2032 and the Local outcome improvement plan 2027-2037. Nicola Docherty Identify underrepresented groups and implement actions to encourage better strategic engagement and participation 31-Mar-2026 This action is progressing well and on track to be completed by year end. To date we have engaged with underrepresented groups around the budget consultation ensuring a range of groups had the opportunity to have their views reflected. BSL users met with the Libraries and Arts & heritage team to discuss accessing cultural and library activities and digital classes and as a result dedicated digital classes are due to take place over the coming months to support BSL users getting online to access key council services as well as building general digital confidence. Through our engagement with young people during the budget conversation, they have indicated they would be interested in forming a dedicated young person’s Citizens Panel and work will continue throughout the remaining year to design and host our first young person’s panel. Nicola Docherty Carry out strategic engagement to support budget consultation 2026/27 31-Mar-2026 This action has been successfully completed. To support the Council budget consultation for 2026/27, a priority-based survey was Nicola Docherty Page 192
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11 Action Status Progress Due Date Note Owner conducted with the general population of West Dunbartonshire, and eight focus groups were carried out with a range of community organisations, young people and equality groups. The findings were presented to Council on 29th October to assist Chief officers and Elected members understand the community priorities. Develop Equalities Outcomes and Mainstreaming Plan 2025-29 31-Mar-2026 This action has been successfully completed. The new Equalities Plan 25-29 has been developed and now published as per our duties. The ensuing action plan will be progressed over the 4 years of the plan and reported to committee at biannual intervals. Nicola Docherty Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. 06-Oct-2025 A number of processes and strategies are in place to ensure both internal and external communication is effective and protects the Council's reputation. There is no change to risk matrix Lauren Crooks Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Long Term Trends Improving Short Term Trends Improving Page 193
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12 Target narrowly missed Target met or exceeded No change Declining No change Declining Page 194
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - People and Technology Committee: Corporate Services Committee 12 November 2025 Subject:People and Technology Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the People and Technology Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The People and Technology Delivery Plan 2025/26 was presented to Corporate Services Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 23 actions is summarised below: Progress No. (%) Completed 2 (9%) In progress and on track 21 (91%) Not on track 0 (0%) Overdue 0 (0%) 4.3 There are no delayed or overdue actions at mid-year. ITEM 13 Page 195
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4.4 Two of the Plan’s 9 PIs are monitored quarterly. Performance is summarised below. Performance Against Target Q1 Q2 Target met or exceeded 2 2 Target narrowly missed 0 0 Target significantly missed 0 0 Total No. of PIs 2 2 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to People & Technology may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Page 196
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Chief Officer: Victoria Rogers Service Area: People and Technology Date: 14 October 2025 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: People and Technology Delivery Plan 2025/26 - Mid-year Progress Background Papers: People and Technology Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 197
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1 Appendix 1: People & Technology Delivery Plan 2025/26 - Mid Year Progress 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of ICT helpdesk incidents fixed with half day of being logged. 81.39% 70% 78.32% 70% Performance continues to exceed target quarter on quarter. Total number of incidents opened was 6,917 with 5,530 closed in under 3.5 hours. James Gallacher % employee attendance improvement rate (teachers & local govt.) 4.75% 1% 4.58% 1% Performance exceeded. The levels of attendance have improved in both quarters across the Council compared to the same period last year. Supports available to employees continue to be promoted through the regular communication channels and through the application of the Supporting Employee Wellbeing policy. Louise Hastings Action Status Progress Due Date Note Owner Maintain and manage the review process for Council & HSCP Core Plans 31-Mar-2026 Action progressing as planned. Multi agency exercise for Control of Major Accident Hazards (COMAH) sites successfully completed. Report & Recommendations for Exolum Storage Ltd shared with Health & Safety Executive (HSE), Scottish Environmental Protection Agency (SEPA) and other relevant partners. Working on the report & recommendations following exercises at Chivas Dumbuck and Dalmuir. Establishment of a Contingency Planning Liaison Group (CPLG) has been agreed to manage any Scott McFarlane Page 199
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2 Action Status Progress Due Date Note Owner recommendations / actions and monitor any changes to the site or plans. Manage and oversee the Business Continuity Process for the Council and HSCP 31-Mar-2026 Action progressing as planned. New sections added to the BCP template in relation to back up locations and a Business Impact Analysis (BIA) to determine essential services. The majority of the BCP workshops have been completed for all Council services. Workshops include overview of the Civil Contingencies Act, talk through the BC Plan and a few scenarios. Scott McFarlane Continue to develop the Council and HSCP response and power resilience arrangements 31-Mar-2026 Action progressing. Actions from both a recent premises incident & Storm Eowyn (red weather warning for wind) debriefs are now complete. Actions from the SRG Power Resilience Workshop are still ongoing. The site location for the 2nd antenna in the Clydebank area has been selected. Process & funding has been approved by the Civil Contingencies Service Joint Management Board. Funding has been released, and work will progress shortly. Scott McFarlane Further secure the next phase of the Council’s technology infrastructure 31-Mar-2026 Action progressing as planned and expected to be completed by March 2026. Several actions such as authentication tasks are by their nature large in size and will take time to deliver across the council network and users. James Gallacher Deliver next phase of fit for purpose bandwidth capacity to all Council locations 31-Mar-2026 Project is on track and continues to progress extremely well with 76 council sites now migrated to new SWAN2 network. These upgrades have increased bandwidth capacity across the council estate. There are two remaining sheltered housing complexes being migrated in October. Extensive planning is in progress to migrate our Aurora House Data which is scheduled to be completed by Nov 25. This migration will complete the project. James Gallacher Develop and implement next stage of Microsoft 365 roadmap 31-Mar-2026 This transformational project continues to progress well and is on track. Corporate services are currently being migrated and anticipated to complete early 2026. Education Services and Valuation Joint Board (VJB) will follow. CoPilot has been added to the project workstream and is currently at planning stage. James Gallacher Complete review of ICT devices due to be replaced 31-Mar-2026 Excellent progress has been made on the annual device replacement project. Final batch of laptop devices were delivered and have now been imaged, and installations are in progress in the Primary Schools. Appointments for Corporate users’ replacements are also in progress. On target for mid-October completion in Primary schools. James Gallacher Review and explore next generation technologies 31-Mar-2026 Transcribe pilot has completed successfully. Awaiting finalisation of Data Protection Impact Assessment (DPIA) by Legal Service before it can be made available across the Council. James Gallacher Page 200
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3 Action Status Progress Due Date Note Owner List of ICT Automation requests have been submitted. ICT Steering Board has approved the purchase of CoPilot licenses at renewal time (Dec 2025) with view to identifying service areas that would be included in the pilot stage. Progress the plan to mainstream digital transformation across the council 31-Mar-2026 This action is progressing as planned. A digital Senior Managers Network (SMN) was held in June 2025 and two new resources have been created for employees - Digital Duel and Digital Dilemma. Louise Hastings Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action progressing. To support P&C restructure transition, developed and delivered wellbeing sessions. Review of purpose and scheduling of P&C team meetings underway. These changes will help to ensure that team development and wellbeing is supported within the reduced capacity of the new team structure. Victoria Rogers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 Action progressing. Work on the development of new role profile templates continues and is on schedule with a draft currently being piloted and feedback gathered. Victoria Rogers Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 Action progressing. Standard Operating Model (SOM) compliant ICT restructure proposal approved by SRRG to proceed to consultation phase which is anticipated to complete by end of October. Discussions with trade unions underway. Victoria Rogers Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action progressing. Strategic Human Resources, HR Connect and Payroll are in the process of migrating to M365 and Sharepoint, team meetings have taken place to develop teams’ awareness of functionality and support resources shared to develop skills. Victoria Rogers Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Workforce Management System not fit for purpose There is a risk that the WMS system is not fit-for-purpose thereby requiring manual workarounds restricting the level of automation impacting on efficiencies 09-Oct-2025 The system remains to contain issues that require the users to engage in workaround making it not as robust as one would expect. This is unlikely to change. No change to risk matrix. Arun Menon Page 201
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4 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Challenges in protecting the Health and Safety of Employees and Others Failure to meet the Council’s duty to protect the health, safety and welfare of its employees and other people who might be affected by its business 09-Oct-2025 The ongoing management of H & S includes overseeing the management workplace inspection programme. Noise monitoring is conducted, audits are done, benchmarking against the Council’s safety management standards, scaffold inspections. The team also facilitate training. Work continues to ensure that fire safety management remains a priority for the Corporate H&S team. No change to risk matrix. Louise Hastings Complexities in ensuring an appropriately resourced and resilient workforce Failure to ensure that there is an appropriately resourced and resilient workforce in place to meet future organisational needs, in effectively executing the Council’s 2022-27 Strategic Plan. 01-Oct-2025 Workforce Planning Strategy in place for 2022-2027. People First Strategy is in place covering 2022-2027 and this is a consolidation of a number of areas: well- being, employee engagement, workforce planning, learning and development and digital. Work is progressing as planned in these areas. There have been reductions across the people support functions and this has increased the challenges in supporting services. It has been agreed to invest an additional resource into the digital team to support fit for future. No change to risk matrix Louise Hastings Threat of Cyber-attack Data, systems and/or infrastructure are impacted as result of security attacks which are increasing in number at a time when this threat is already placing demands on resources to deliver increased levels of security controls. 03-Oct-2025 This risk will always be high as the threat and likelihood of a Cyber Attack remains. The UK public sector is still experiencing elevated levels of targeted Cyber-attacks including recent attacks on Scottish councils and high-profile attacks on UK retail organisations. As this risk continues to be high the emphasis remains on proactive measures to protect the confidentiality, integrity and availability of our data, critical infrastructure, and overall business operations. Progress continues to take place to improve our security posture in line with the national Public Sector Action plan James Gallacher Page 202
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5 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner (PSAP) and Public Sector Network (PSN) compliance. Vigilance of the National Cyber Security Centre (NCSC) Cyber Security guidance continues to remain in place. No change to risk matrix Keeping abreast of developments in the innovative use of Information Technologies Failure to keep pace with changing technology environment 03-Oct-2025 The Council continues to invest in technology and embrace innovation with the implementation of several improvement projects. This investment is focused on delivering fit for future infrastructure, enabling a secure, consistent and robust hybrid working experience, reducing the threat of Cyber- attack and exploring exciting opportunities with modern technology such as Artificial Intelligence and Automation. The SWAN (Scottish Wide Area) project to improve bandwidth capacity at all Council sites has progressed well with 76 sites now migrated to the new network. In addition, we also upgraded the Council internet line to 10GB during Sept 25. The Councils legacy telephony system is currently being procured and will be replaced during 25/26 with a new cloud platform solution that will also deliver a new Council Contact Centre solution for Customer Services to enhance Citizen communication. No change to risk matrix James Gallacher Objective 11. Our Council is adaptable and focused on delivering best value for our residents Page 203
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6 Action Status Progress Due Date Note Owner Implement CAS team reduction and adjust service provision 31-Mar-2026 Action complete. This has now been delivered as budget has been adjusted for start of the FY 2025/26. Arun Menon Undertake annual Payroll Audit 31-Mar-2026 Action progressing as planned. Data issued to all Chief Officers and HSCP Heads of Service for completion with an end October 2025 deadline. Arun Menon Implement statutory Payroll changes 31-Mar-2026 Action complete. New financial year statutory payroll updates implemented. Arun Menon Progress outsourcing of Print Room 31-Mar-2026 Action progressing as planned. Contracts with Legal services for review. Arun Menon Implement ICT revised team structure and adjust service provision 31-Mar-2026 Action progressing as planned. Secondment/development opportunity in the Applications Team complete with secondment commencing October 2025. Review and implementation of the roles needed within Device Team completed September 2025. Review of overlapping roles and responsibilities across Server and Applications Teams progressing. Changes relating to Standard Operating Model (SOM) approved at SRRG in September. Implementation planning in progress. James Gallacher Implement the Fit for Future programme of reviews. 31-Mar-2026 This action is progressing as planned. There have been engagement sessions to inform the direction of Fit for Future(FfF) and it will now focus on the corporate 'supporting employee wellbeing' process. A planning session underway with review work to begin thereafter. Louise Hastings Continue to embed key Health and Safety practices. 31-Mar-2026 The actions are progressing as planned. The Corporate H&S team have completed KPI's for quarters 1 and 2 in line with our corporate plan for 25 -26. Louise Hastings Improve employee life cycle and optimise employee development opportunities 31-Mar-2026 Action progressing as planned. A review of learning opportunities has been undertaken and delivery agreed. Review of national training offer also underway. Louise Hastings Implement People & Change Team Restructure including reduction of Organisational Development Team 31-Mar-2026 Action progressing as planned. Restructure of team and realignment of service provision and tasks complete. We will continue to review and address any service impacts or issues. Louise Hastings Undertake a strategic review of job profiles across the Council 31-Mar-2026 Action progressing as planned. Review underway, template has been developed, scoping work on automation has commenced and testing of the new format has begun with feedback being collated. Work will continue into Q3 and Q4 with adjustments made based on feedback. Launch plan developed and implemented. Louise Hastings Page 204
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7 Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 205
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Corporate Services Committee 12 November 2025 Subject:Regulatory & Regeneration Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Regulatory & Regeneration Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Regulatory & Regeneration Delivery Plan 2025/26 was presented to Corporate Services Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 34 actions is summarised below: Progress No. (%) Completed 2 (6%) In progress and on track 30 (88%) Not on track 2 (6%) Overdue 0 (0%) 4.3 Four of the Plan’s 26 PIs are monitored quarterly and a further eight are monitored half-yearly. Performance is summarised below, based on all data available at this time. ITEM 14 Page 207
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For PIs where data is collected quarterly For PIs where data is collected half yearly Performance Against Target Q1 Q2 H1 Target met or exceeded 3 3 2 Target narrowly missed 0 0 0 Target significantly missed 1 0 4 Value not yet available 0 1 0 Not applicable in this period 0 0 2 Total No. of PIs 4 4 8 4.4 The significantly missed targets relate to the following PIs, with further details set out in the appendix: Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register Planning Applications (Other Locals): Average number of weeks to decision Planning Applications (Other Locals): Percentage decided within statutory 8-week timescale Cash savings achieved from procurement activity Percentage of building warrant applications responded to within 20 working days 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Regulatory & Regeneration may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation Page 208
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9.1 The delivery plans were developed through consultation with officers from the strategic service areas. Page 209
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10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 23 October 2025 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Mid-year Progress Background Papers: Regulatory & Regeneration Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 210
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1 Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Mid-year Progress 1. Our communities Our residents’ health and wellbeing remain a priority H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register 40% 95% N/A as new PI for 2025/26 Target missed. Low staffing numbers and higher priority work have had an impact on our ability to meet this target. We have very little intelligence on the sale of tobacco to children. As we cannot commit our finite staffing resources to underage sales of tobacco without evidence that it is a problem, we have focused our limited resources to the underage sale of nicotine vapour products. Annemarie Clelland Action Status Progress Due Date Note Owner Implement the requirements of the Digital Markets, Competition and Consumers Act 2024 31-Mar- 2026 Completed as planned. All officers have attended training offered by the Chartered Trading Standards Institute and we continue to attend working groups with colleagues to ensure our application of the legislation is consistent across the profession. Annemarie Clelland Support and advise businesses in relation to the new Tobacco & Vapes Bill 2024 31-Mar- 2026 Trading Standards Officers have contacted all traders registered with the Scottish Government to sell nicotine vapour products to advise of the upcoming display ban. We intended visiting premises with a low compliance history to provide further guidance but this has been challenging due to higher priority work. We will continue to monitor complaints to identify non-compliance and will act where required. Annemarie Clelland Page 211
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2 2. Our Environment Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar- 2026 Progressing as planned. The Climate Change Action Group meets regularly to progress and monitor this work stream. To encourage wider engagement, service specific meetings have been arranged and are now underway. Elaine Troup Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar- 2026 Progressing as planned. A draft of the Local Heat and Energy Efficiency Delivery Plan is complete and under review by colleagues before being taken forward for board approval. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. 08-Oct-2025 The risk of non-delivery of carbon emissions targets remains significant to reflect the increasing gap between actual and target Co2 emissions. There has been a long-term vacancy within the Climate Change and Energy Team that continues to impact the progress of the Climate Change Action Plan. The Climate Change and Energy Team continue to work across the Council to promote active participation from all service areas and to support a reduction of emissions. Elaine Troup Page 212
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3 Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phases of Queens Quay Housing 31-Mar- 2026 Progressing as planned. The Council continues to discuss the development of the site with the landowner. Part of the site is expected to be sold for housing within this reporting year. The Planning Service has also engaged with Scottish Government officials around the development of the site as part of the Housing Emergency workstreams. Michael Mulgrew; Elaine Troup 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of businesses given advice and assistance to start up through Business Gateway 53 45 53 45 Targets met in both Q1 and Q2. On track to meet year-end target of 180, with 106 business start-ups supported from 1 April until end of September 2025. Gillian Scholes Action Status Progress Due Date Note Owner Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground 31-Mar- 2026 Progressing as planned. We have scoped out the content of the programme with Economic Development and we are drafting a document setting out how key regeneration sites will be supported. Michael Mulgrew Page 213
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4 Action Status Progress Due Date Note Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2026 Progressing as planned. Work to support the regeneration of the Exxon and Scottish Marine Technology Park is progressing well. The Council hosted a successful Scottish Marine Technology Park workshop on 21 August 2025 with representatives from the Scottish and UK governments, Glasgow City Region, and Scottish Enterprise. Follow-on work includes the development of an action plan that will be circulated to all participants. The Council also submitted two funding applications for the Regeneration Capital Grant Fund (a Scottish Government fund which supports locally developed regeneration projects) with the Scottish Marine Technology Park progressing to the second stage. Work is also underway on the marketing of the Exxon site and further updates will be provided to the project board. Elaine Troup Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2026 Progressing as planned. The Artizan application for Planning Permission in Principle is progressing and is expected to be considered by the Council by the end of 2025 subject to a response from a statutory consultee SEPA (Scottish Environmental Protection Agency) being provided in time. Discussions on how to progress the Queens Quay development in Clydebank are continuing with the landowners, Scottish Government, and potential housing developers. Magda Swider Page 214
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5 Action Status Progress Due Date Note Owner Work on the development of a regeneration-led Tourism & Heritage Strategy is progressing albeit slowly due to resource issues. Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar- 2026 Progressing as planned. Business grants available through the UK Shared Prosperity Fund have been promoted through social media, the council website and directly to eligible businesses. The team are continuing to appraise and process applications. Gillian Scholes Support town centre revitalisation 31-Mar- 2026 Starting works on site at the Artizan in Dumbarton has been delayed to allow more time to complete additional site investigations. It is anticipated that the works will start in Autumn/Winter 2025, with the date yet to be confirmed. Projects in Alexandria are progressing well. A contractor for the Alexander Street works will be appointed in November. The Mitchell Way/Main Street project is progressing through RIBA (Royal Institute of British Architects) Stage 2, the concept design stage, with consultations with local stakeholders and community ongoing. The designs will be finalised in November. Clydebank is part of the UK Government’s Plan for Neighbourhoods investment programme, providing up to £20 million for eligible areas over a 10-year period. The Neighbourhood Board in Clydebank is developing the Regeneration Plan which will be submitted to the UK Government by 28 November as part of the funding process. Magda Swider Page 215
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6 Action Status Progress Due Date Note Owner Develop a monitoring and compliance framework for major and strategic regeneration sites to ensure compliance with approved consents 31-Mar- 2026 This action is due to commence in December as planned. Michael Mulgrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 01-Oct- 2025 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with a potential developer. Delivery embedded into workstreams to promote development at site. Michael Mulgrew; Elaine Troup Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 01-Oct- 2025 Risk remains unchanged. Individual projects continue to progress and are regularly reviewed, reducing the likelihood of undesirable outcomes. Embedded into workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael McDougall; Michael Mulgrew; Elaine Troup Page 216
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7 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 Progressing as planned. We have implemented revised structures in several teams following management reviews, including Legal Services, Planning, Building Standards and Environmental Health. These will be complete once a number of vacancies are filled. Legal Services - Completed in part with the posts of Licensing Assistant and Solicitor (Citizen & Regulator Team) filled and two other vacant posts advertised. Planning – Competed and fully staffed in current structure. Building Standards – A training post is going through Job Evaluation and a technical support officer is attending an HNC Architectural Technology course. Environmental Health - one of two Environmental Health Officer posts have been filled with one remaining vacancy. Alan Douglas Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2026 Progressing as planned. Work is ongoing to review the management structure in line with the Council’s Strategic Operating Model principles to identify and address areas of non- compliance, with new role profiles prepared. We continue to review the impact of saving options and management adjustments identified as part of Alan Douglas Page 217
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8 Action Status Progress Due Date Note Owner budget process for 2025/26 and implement any required changes. o Democratic Services - This has been completed for Democratic Services, with minimum impact on service delivery. o Planning, Building Standards & Environmental Health - Within Environmental Health, four saving options were identified: Savings for review of Environmental Health and Antonine Wall have been achieved with minimal impact on overall service delivery. Part of the Antonine Wall saving was to be achieved by an increase in fee income. Income looks to be on track but will not be known until year end. Planning savings will not be achieved as option was a backstop where a Lead Planner post was not able to be filled but the service was successful in recruitment. Combining Dog and Pest Control posts is ongoing through job evaluation and saving is expected to be achieved in line with target. Full operational impact will not be known until year end. o Legal Services & Trading Standards - While the Records Management Officer retired in late July, the impact will not be known until year-end. Work is ongoing to deliver Trading Standards saving option. Building Standards has developed a revised structure that supports career pathways. Further details are set out in the action below. Page 218
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9 Action Status Progress Due Date Note Owner Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 Completed as planned. Relating specifically to Building Standards, we have identified learning opportunities that support the development of skills and knowledge required for hard to fill posts in the team. This has been achieved through a revised structure that supports career pathways. The new structure, agreed by the Strategic Resources & Recovery Group, is now being implemented in conjunction with Human Resources and Job Evaluation. Building Standards has also secured a funded place on an HNC Architectural Technology course for an officer from the technical support team. Alan Douglas Our Council is adaptable and focused on delivering best value for our residents H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision N/A N/A 16 N/A as new period for 2025/26 Michael Mulgrew Planning Applications (Major Developments – With Processing Agreements): Percentage decided within agreed target N/A N/A 80% N/A as new PI for 2025/26 No such applications were processed in this period. Michael Mulgrew Page 219
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10 H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Planning Applications (Locals - Householder): Average number of weeks to decision 7.84 8 N/A as new period for 2025/26 Target met. Michael Mulgrew Planning Applications (Locals – Householder): Percentage decided within statutory 8-week timescale 88.6% 80% N/A as new PI for 2025/26 Target met. Michael Mulgrew Planning Applications (Other Locals): Average number of weeks to decision 12.9 8 N/A as new period for 2025/26 Michael Mulgrew Planning Applications (Other Locals): Percentage decided within statutory 8- week timescale 43.8% 80% N/A as new PI for 2025/26 Planning has been impacted by both planned, and unplanned, back-office downtime that has impacted local performance. The service has also been working to clear a backlog of older applications as we continue to implement a project management approach. Michael Mulgrew Cash savings achieved from procurement activity £112,432 £200,000 Although the target was missed at mid-year, we expect to achieve the annual target of £400,000 as a higher proportion of contracts are due in the second half of the year. Iain Skene Page 220
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11 Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of building warrant applications responded to within 20 working days 69.31% 95% N/A Not yet available 95% N/A Building Standards is currently impacted by a severe resourcing issue. Performance is expected to recover by Q3 due to vacant posts being filled in September. Data for Q2 is not available until November 2025. Judi Ferguson Action Status Progress Due Date Note Owner Prepare a succession plan to recruit and replace the Manager of Democratic and Registration Services post 31-Jan- 2026 Progressing as planned. Job profile has been reviewed and submitted to job evaluation team. George Hawthorn Continue to develop the 20-minute mapping tool for use at both local and regional levels 31-Mar- 2026 Progressing as planned. We continue to use the tool and explore ways it can be developed as part of the Geographic Information System and Local Development Plan workstreams. Michael Mulgrew Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar- 2026 Progressing as planned. We have reviewed the Local Development Plan work plan and revised timelines and the Planning Committee approved the new Development Plan Scheme in September. The Scheme has now been published on the Council's website. Michael Mulgrew Continue to promote and support communities in the preparation of Local Place Plans 31-Mar- 2026 Progressing as planned. Officers continue to engage and support communities in preparing Local Place Plans. Michael Mulgrew Page 221
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12 Action Status Progress Due Date Note Owner Develop a plan to ensure compliance with the new Building Standards Regulations is implemented 31-Mar- 2026 Local authorities are awaiting new guidance on Building Standards from the Scottish Government. This action will be taken forward once received. Michael Mulgrew Progress the introduction of a new document management system for Planning and Building Standards 31-Mar- 2026 Progressing as planned. The system has been procured and work is underway to establish a project board and develop an implementation plan for 2025/26 and 2026/27. Michael Mulgrew Provide procurement advice, guidance, and support on non- complex procurement for low contractual risk projects 31-Mar- 2026 Progressing as planned with support provided to service areas as and when required. Iain Skene Continue to implement the key deliverables from the Procurement Improvement Plan focusing on reporting improvements within WeBuy purchase to pay system 31-Mar- 2026 Progressing as planned. We have completed a number of reporting improvements in the WeBuy purchase to pay system. Iain Skene Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar- 2026 Progressing as planned. Legal services continue to provide advice to the Council and West Dunbartonshire Energy LLP in relation to connecting a new client to the network. Michael McDougall Continue to provide high quality and timely legal support across all Council services 31-Mar- 2026 Progressing as planned. Legal Services continue to provide support to all Council services as well as the Health & Social Care Partnership and the Leisure Trust in relation to a number of matters that contribute towards the Council's strategic priorities and protect the Council's interests in a range of matters. For example: Michael McDougall Page 222
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13 Action Status Progress Due Date Note Owner Issued Notice of confirmation of the proposed Gruggies Burn Flood Alleviation Scheme. Legal support on decriminalisation of car parking. Legal support on the development of Scottish Marine Technology Park. Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams 31-Mar- 2026 Progressing as planned. However, due to vacancy, the Section Head of commercial & Place is continuing to assist with court work which will limit time to progress this in the second half of the year. Michael McDougall Review workstreams and procedures within Environmental Health 31-Mar- 2026 Progressing as planned. We continue to review workstreams and procedures across Environmental Heath to improve efficiencies as well as staff and customer satisfaction. Michael Mulgrew Review the planning preapplication process 31-Mar- 2026 Progressing as planned. Benchmarking has been carried out with other local authorities to inform our review with further analysis due be conducted in the coming months. It is anticipated that the revised process will be implemented in 2026/27. Michael Mulgrew Work with other Steering Group partners to support Historic Environment Scotland to finalise a new Antonine Wall Management Plan 31-Mar- 2026 Progressing as planned. We continue to work with our Steering Group partners on the Antonine Wall Management Plan. Michael Mulgrew Page 223
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14 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to monitor and enforce regulatory areas with public risk The Council fails to comply with statutory regulatory duties in respect of environmental health, trading standards and licensing laws 01-Oct-2025 The risk assessment remains unchanged and low due to mitigating actions. Licensing Standards Officers continue to engage in a pro-active programme of inspections. Reactive work is driven by complaints and applications received. They also engage with Scottish Society of Local Authority Lawyers and Administrators, Licensing Forum, and other bodies to assist with horizon scanning to identify emerging issues. Within Trading Standards, low staffing numbers and a long-term absence, as well as competing priorities, continue to put pressure on the service. This will be exacerbated when a full-time Trading Standards Officer post is deleted from the structure. Where possible, our high-risk routine inspections continue as well as our reactive work into complaints and intelligence received but other areas of proactive work prove difficult to complete. Within Environmental Health low staffing numbers and competing priorities continue to put pressure on the service. All statutory work is being prioritised but continuing reduced resources, including one vacancy and a long- term absence, will likely impact this year. Annemarie Clelland; Michael McDougall; Eilidh Paton Page 224
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15 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to adequately respond to an emergency situation such as a multiple fatality workplace accident, outbreak of food borne communicable disease, a major public health incident or pandemic There is a national shortage of qualified staff in Environmental Health, across Scotland. This impacts on West Dunbartonshire Council. Vacancy levels at WDC might impact on our ability to respond to emergencies. 01-Oct-2025 The risk score is unchanged since year-end. Due to a reduction in staff resources as a result of budget savings and difficulty recruiting qualified Environment Health Officers, management and team responsibilities have significantly increased as a result of service restructure. We will continue monitor the impact. Eilidh Paton Inability to recruit successfully to enable performance to be maintained There is a current issue with recruitment of qualified staff in various parts of the service. 01-Oct-2025 Whilst there has been some successful recruitment within planning and environmental health there remains an overall risk due to the number of vacancies within Building Standards and Environmental Health. Michael Mulgrew; Eilidh Paton Failure to secure best value of procurement spend and ensure compliance with financial regulations Improved procurement management process, contract strategies, planning, monitoring, and reporting in collaboration with services will continue to mitigate against non-compliant procurement spend 01-Oct-2025 There are a number of actions and strategies in place to deliver best value in procurement. However, the transfer of low complexity procurement to service areas when utilising a framework agreement may be increasing the risk. The risk assessment therefore remains high but unchanged. Further training and guidance for services has been rolled out. Iain Skene Page 225
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16 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to continue to achieve increased savings from procurement activity As second or third generation revenue contracts seldom deliver the same cost savings as first generation, the contract strategies need to focus on governance, operating models, total cost of ownership, service quality and innovation 01-Oct-2025 Reduction in staff due to previous Council measures to address the budget gap and global supply chain issues that impact directly on price means that risks to savings will increase. There are also a number of market factors which are difficult to mitigate - increases to employers’ national insurance, high inflation, and the potential impact of climate change. As a result of these factors, the risk remains unchanged. Iain Skene Our residents are engaged and empowered Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 100% 98% 100% 98% Q1 and Q2 targets both met with all Council and committee minutes produced within the timescale Carol-Ann Burns Percentage of committee agendas published within standing order timescales 100% 99% 100% 99% Q1 and Q2 targets both met with all committee agendas published within standing order timescales. Carol-Ann Burns Page 226
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17 Action Status Progress Due Date Note Owner Implement the various requirements of the Scottish Elections (Representation and Reform) Act 31-Mar- 2026 Progressing as planned. The project plan has been updated to include new/additional actions arising from the new legislation. George Hawthorn Plan for the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies 31-Mar- 2026 Progressing as planned. Project plan has been drafted to include changes to legislation. George Hawthorn Conduct an interim review of the Polling Scheme in West Dunbartonshire 31-Oct- 2025 Progressing as planned. Public consultation on Returning Officer's Representations is underway. George Hawthorn Continue the development of Community Planning 31-Mar- 2026 Progressing as planned. Work on the development of Community Planning has progressed well during 2025/26. A review of Delivery Improvement Groups is now complete and a recommendations paper will be submitted to the Management Board in November. This includes recommendations on partnership reporting. Elaine Troup Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar- 2026 Progressing as planned. The Communities Team continues to deliver community development support to groups across West Dunbartonshire to maximise their impact. This can be through support to secure external funding, promotion or by developing skills and improving governance arrangements. The team is represented on the Community Development Alliance and plays a key role in supporting communities through the development of Locality Plans. Colin Smith; Elaine Troup Page 227
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18 Action Status Progress Due Date Note Owner The Communities Team successfully delivered a programme of engagement for the Clydebank Neighbourhood Board in support of their Regeneration Plan due to be submitted to the UK Government by 28th November as part of their Plan for Neighbourhoods investment programme. Conclude the Cash First Project including evaluation 31-Mar- 2026 Progressing as planned. This test of change project has been delivered jointly by the Communities Team and Working 4U. It has been a very successful project with the available funding reaching those most in need through a network of trusted partner referrals. The demand for the project resulted in additional funding from the Scottish Government during 2024/25. All funds have now been exhausted and both teams will continue to liaise with the Scottish Government and their partners to conclude the evaluation process. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. 08-Oct-2025 This risk has been reviewed and reduced to reflect the increase in community engagement being undertaken by the Community Planning Partnership, supported by the Communities Team and other partners. While the Communities Team continue to deliver community development work, this has had more of a focus on community planning related work through the delivery of a pilot project (on- going), early engagement with communities Colin Smith; Elaine Troup Page 228
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19 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner regarding locality plans, and also the work to support the Clydebank Neighbourhood Board. With this approach continuing, the risk of not engaging with communities can be reduced. Action Status Not on track In Progress and on track Completed PI Status Target significantly missed Target met or exceeded Risk Status Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 229
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Corporate Services Committee 12 November 2025 Subject:Resources Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Resources Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Resources Delivery Plan 2025/26 was presented to Corporate Services Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 18 actions is summarised below: Progress No. (%) Completed 2 (11%) In progress and on track 16 (89%) Not on track 0 (0%) Overdue 0 (0%) ITEM 15 Page 231
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4.3 Seven of the Plan’s 20 PIs are monitored quarterly. Performance is summarised below: Performance Against Target Q1 Q2 Target met or exceeded 5 7 Target narrowly missed 2 0 Target significantly missed 0 0 Total No. of PIs 7 7 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Resources may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 17 October 2025 _____________________________________________________________ Page 232
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Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2025/26 - Mid-year Progress Background Papers: Resources Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 233
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1 Appendix 1: Resources Delivery Plan 2025/26 - Mid-year Progress 1. Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Complete the redevelopment of Glencairn House 31-Mar- 2026 Progressing as planned. While there have been delays due to unforeseen circumstances on site, they will not impact the 31 December deadline for the completion and handover of the Children's Library and main building. Michelle Lynn Progress the Faifley Community Campus development 31-Mar- 2026 Progressing as planned. Phase 1 of the project handed over and completed on programme. Michelle Lynn 2. Our Environment Our neighbourhoods are sustainable and attractive Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of Consultancy Services project deliverables for General Services projects delivered as planned 40% 20% 50% 40% Target exceeded in both Q1 and Q2 and on track to meet or exceed annual target. Michelle Lynn Page 235
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2 Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar- 2026 Progressing as planned. The building upgrades programme is on track, with works completed in the first half of the year. Michelle Lynn 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid 94.3% 91% 91% 91% Targets met in both quarters. Ryan Chalmers Our partnerships support economic development to deliver increased prosperity for our area Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Time for processing applications for new Housing Benefits claims from application receipt date to the day the claim is decided 25 25 22.5 25 Targets met in in both quarters despite the increased contact due to migration to universal credits for customers. Ryan Chalmers Page 236
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3 Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Time for processing applications for notifications of changes of circumstances for Housing Benefits from the application receipt date to the day the claim is decided 4.9 5 5 5 Targets met in both quarters despite the increased contact due to migration to universal credits for customers. Ryan Chalmers 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar- 2026 Progressing as planned. We continue to develop succession planning and build resilience in key areas across our services. This is done in a number of ways, including revised management structures, identifying potential within current teams to address skills gaps, mapping resilience for critical roles and tasks, including cover arrangements for short-term absence, and highlighting gaps where alternative approaches (e.g. cross-service collaboration, short-term development opportunities) may be required. Laurence Slavin Page 237
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4 Action Status Progress Due Date Note Owner Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 Progressing as planned. Responding to recruitment challenges is difficult in the current climate with significant financial pressures and a competitive job market. However, through succession planning, we have sought to develop career pathways and development opportunities where possible. Laurence Slavin Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2026 Progressing as planned. Implementation of the new Finance structure is progressing and this will continue into the next year as planned. A restructure of Corporate Asset Management is also underway, looking at a range of matters including staff development, career progression, and a trainee post. Laurence Slavin Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 Progressing as planned. Cross-skilling for resilience and career progression has been implemented in Finance Services and Corporate Asset Management. In Business Support, given the financial pressures and a limited training budget, focus will be on maximising internal opportunities such as job shadowing, project-based development, and knowledge sharing across teams. Regular discussions with staff continue to identify and support career conversations, ensuring staff feel valued and engaged despite constrained resources. Laurence Slavin Page 238
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5 Our Council is adaptable and focused on delivering best value for our residents Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of income due from council tax received by the end of the year % 29.58% 28% 54.5% 53% Targets met in both quarters despite the financial challenges faced by our residents and changes to the Department for Work and Pensions Fairer Repayment Rate, which impact the Council Tax recoveries taken towards debts. Ryan Chalmers Current tenants' arrears as a percentage of total rent due % 9.3% 9% 8.55% 9% While the target was narrowly missed in Q1, the target was met in Q2 despite the financial challenges faced by our tenants and changes to the Department for Work and Pensions Fairer Repayment Rate. Ryan Chalmers Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 9.8% 9.3% 9.13% 9.3% While the target was narrowly missed in Q1, the target was met in Q2 despite the financial challenges being faced by our tenants and changes to the Department for Work and Pensions Fairer Repayment Rate. Ryan Chalmers Action Status Progress Due Date Note Owner Progress the procurement of a new Financial Management System 31-Mar- 2026 Progressing as planned. Following the production of a comprehensive specification for the system, we worked with Corporate Procurement to identify the procurement route and potential suppliers, arranged demonstrations, and evaluated systems. We are now at the contract stage with the preferred supplier. Arun Menon Page 239
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6 Action Status Progress Due Date Note Owner Review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry, NDR, Council Tax and rent 31-Mar- 2026 Progressing as planned. We reviewed the process between Housing and Corporate Debt in relation to rent collection. Housing and the Corporate Debt Team Leaders met regularly to review, discuss, and resolve any issues and meetings are planned for the rest of the year. The remaining milestones are on track to be completed by their due dates in the second half of the year. Ryan Chalmers Review ways to improve rent collection rates in conjunction with Housing and W4U 31-Mar- 2026 Progressing as planned. We reviewed the debt recovery process following changes to the Government’s Fairer Repayment Policy which reduced the maximum amount that can be taken from benefits to pay for rent arrears, from 25% to 15%. Recoveries have reduced in line with the Fairer Repayment Policy however the current reduction is around 6% and we have a process in place to monitor this for rest of the year. We have also reviewed the process between Housing and Corporate Debt in relation to rent collection as outlined in the previous action. The remaining milestones are on track to be completed by their due dates in the second half of the year. Ryan Chalmers Maximise automation opportunities across the Council 31-Mar- 2026 Progressing as planned. We have completed several automations in relation to a range of activities including commercial waste invoices, sickness absence notifications and school meals and clothing grants. Arun Menon Page 240
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7 Action Status Progress Due Date Note Owner Further opportunities identified through workshops with all Chief Officer areas are progressing. Progress the disposal of key strategic sites 31-Mar- 2026 Progressing as planned. We are on track to deliver agreed capital receipts on key sites. Michelle Lynn Progress the depot refurbishment programme 31-Mar- 2026 Progressing as planned. Work has commenced onsite and the programme of works is underway and on track. Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar- 2026 Progressing as planned. We have consulted with services to support them to achieve the asset related savings due in the first half of the year. Michelle Lynn Review new Global Internal Audit Standards and new CIPFA Code of Practice and identify and implement any actions to ensure compliance 31-Mar- 2026 Milestones for this action are due to commence in the second half of the year. Andi Priestman Review eligibility for Council Tax exemptions and identify potential income due to the Council 31-Mar- 2026 Completed as planned. A report has been compiled with the findings generating some good outcomes for the Council in terms of income due. Andi Priestman Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Debt is not recovered efficiently or effectively, with inherent risk of financial loss The processes deployed in collection of monies owed to the Council are inefficient and ineffective resulting in money not collected on time or having to be written off. 02-Oct- 2025 Risk remains unchanged from year-end. We effectively implement the amended Corporate Debt Policy and ensure income maximisation with improvements to the automation of collecting debt. Ryan Chalmers Page 241
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8 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Increase in the level of rent arrears due to the level of Welfare Reform changes and general state of economy The Council sees an increase in its level of rent arrears due to lower disposable income and national changes to the national benefits regime and the ongoing economic position 02-Oct- 2025 Risk remains unchanged from year-end. The risk remains high due to the current cost of living that is linked to increasing energy costs, food costs and inflation. Financial support and advice are provided to those impacted by the cost of living with arrangements being reviewed as appropriate. Ryan Chalmers Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. 08-Oct- 2025 The risk score remains low due to the ongoing programme of capital works. The Property Action Plan 2023-28, approved at Infrastructure, Regeneration and Economic Development Committee in February 2023, will monitor all requirements to maintain the risk score. Michelle Lynn Our residents are engaged and empowered Action Status Progress Due Date Note Owner Engage with relevant community groups over the potential to lease Dalmuir Golf Course 31-Mar- 2026 Completed as planned. Lease transaction to the existing users was completed 1 July 2025. Michelle Lynn Page 242
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9 Strong financial governance and sustainable budget management (Service Objective) Action Status Progress Due Date Note Owner Develop and refine capital and revenue reporting processes 31-Mar- 2026 Progressing as planned. We have developed the revenue Budgetary Control Report to improve transparency within the revenue report that is presented to Council and committees. This new format will be presented to Council at the end of October and relevant committees going forward. Carol Alderson Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to provide a reasonable level of assurance on the Council's governance, risk management and internal control procedures Internal Audit is unable to provide a reasonable level assurance on the Council's governance, risk management and internal control arrangements. 07-Oct- 2025 The Internal Audit Annual Report and Assurance Report for 2025/26 will be presented to the June 2026 Audit Committee. Andi Priestman Failure to meet statutory deadlines for external returns (including HMRC) and financial statements Finance Services failing to meet statutory deadlines resulting in lost revenue or penalty costs 02-Oct- 2025 The current assessment remains unchanged from year-end. While the risk remains high due to staff turnover, difficulty recruiting staff with relevant experience, and issues with business continuity, there are a range of controls in place to mitigate it. Carol Alderson Page 243
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10 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Financial projections are significantly incorrect Financial projections for both capital and revenue are significantly incorrect resulting in insufficient reserves being held. 09-Oct- 2025 Information on projections is updated on an ongoing basis. However, with the volatility of the economy, and general inflationary issues, the figures are changing regularly. The Council's Chief Financial Officer engages regularly with the Directors of Finance across all 32 Scottish Councils to sense check material assumptions in financial forecasts. Furthermore, there is regular engagement with the Council's appointed Treasury advisors in relation to projected future changes to bank interest rates. Laurence Slavin Significant financial funding reductions / limitations from Scottish Government It is expected the Council will continue to be faced with significant real term funding reductions from the national settlement. This is based on local government settlements in recent years (with the exception of 2025/2026). This coincides with a period where costs and demographic pressures are continuing to rise in relation to social care, significant inflationary increases and pay award pressures linked to inflation. Whilst there are ongoing discussions between the Scottish Government and Local 09-Oct- 2025 Assumptions on future funding levels and other material budget assumptions are updated regularly and reported to Council periodically throughout the year. It is expected that future settlement funding will be insufficient to pay for current levels of service delivery. Furthermore, it is expected future local government settlements will be a real terms reduction in local government funding, including those services delegated to the HSCP Board. Laurence Slavin Page 244
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11 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Government on reducing the ring fencing of funding the reality is that material elements of funding remain ring fenced which significantly restricts how the Council can most effectively use the funds made available to it. Action Status In Progress and on track Completed PI Status Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 245
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 12 November 2025 Subject: Corporate Services Revenue – Budgetary Control Report to 31st August 2025 (Period 5) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 August 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 show the revenue account is currently projected to underspend against budget by £0.376m (0.94% 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. 3.2 The 2025/26 budget included a 3% pay award assumption across all workforce categories. The pay award for SJC and Chief Officers has now been agreed at 4% for 2025/26 and 3.5% for 2026/27 and at this stage, the expectation is that the increased cost from 3% to 4% will be fully funded by the Scottish Government, with no impact on the Council’s 2025/26 financial position. This development has been reflected within the budget monitoring position and additional resources added to fund the pay award. 3.3 Budget changes worth £0.292m have been agreed to the budget set on 31 March 2025. These changes are detailed below: Description £m Budget Agreed March 2025 39.835 Additional Cost of 2025/26 Pay Award 0.259 Minor budget movements between committees. 0.033 40.127 ITEM 16 Page 247
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4. Main Issues Service Delivery Position (£0.376m Favourable) 4.1 The summary report at Appendix 1 highlights a projected favourable variance (underspend) against Corporate Services of £0.376m (0.94% of the total budget). Appendix 2 provides more detailed service reports by Chief Officer. The main reason for the movement in the outturn from Period 3 is detailed in the table below with explanations for the overspend provided in Appendix 3. 4.2 Information on any projected annual variances in excess of £0.050m are highlighted and noted within Appendix 3, with additional information on action being taken to minimise or mitigate overspends where possible. £m £m P3 Favourable Variance (0.343) Movement in Variance Citizens, Culture and Facilities Comms Increased employee and Supplies/Services costs 0.051 Libraries Increased due to ongoing vacancies (0.050) Arts & Heritage Increased due to ongoing vacancies (0.068) Facilities Assistants Increased due to ongoing vacancies 0.094 Other CCF service movements less than £50k (0.008) 0.019 Resources service movements less than £50k 0.032 0.032 People & Technology service movements less than £50k (0.017) (0.017) Regulatory and Regeneration movements less than £50k (0.067) (0.067) P5 Service Delivery underlying favourable variance (0.033) (0.376) Earmarked Reserve Position 4.3 Services are anticipating the use of £0.848m (Period 3: £0.515m) of earmarked reserves. Information on the earmarked reserve spend is shown in Appendix 4. Monitoring of Efficiencies 4.4 A list of agreed efficiencies and management adjustments totalling £1.461m is shown within Appendix 5. Current indications show that £1.461m is on target to be achieved. 5. Option Appraisal Page 248
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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 both General Services revenue and capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: The present 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. 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 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: 10 October 2025 __________________________________________________________________ Person to Contact: Carol Alderson. Finance Manager Council Offices, Church Street, Dumbarton Page 249
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E-mail: carol.alderson@west-dunbarton.gov.uk Appendices: Appendix 1 - Revenue Budgetary Control 2025/26 – Corporate Summary; Appendix 2 - Revenue Budgetary Control 2025/26 – Chief Officer Summaries; Appendix 3 - Analysis of Revenue Variances over £50,000; Appendix 4 - Earmarked Balances Appendix 5 - Monitoring of Efficiencies Background Papers: • Ledger output – Period 5 • General Services Revenue Estimates 2025/26 Wards Affected All Wards Page 250
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REVENUE BUDGETARY CONTROL 2025/26 APPENDIX 1 CORPORATE SERVICES SUMMARY PERIOD END DATE 31 August 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 291 86 292 1 0% 0 1 Finance 1,538 528 1,717 180 12% 152 28 Rent Rebates & Allowances 2,201 1,680 2,201 0 0% 0 0 Revenues & Benefits 2,424 1,129 2,890 466 19% 427 39 Finance Service Centre 437 144 457 20 4% 26 (7) Cost of Collection of Rates (29) 0 (29) 0 0% 0 0 Cost of Collection of Council Tax (1,072) (128) (1,077) (5) 0% 0 (5) Central Admin Support 2,602 960 2,565 (37) -1% 0 (37) Procurement 605 233 619 14 2% 0 14 Democratic and Registration Service 1,609 576 1,574 (35) -2% 0 (35) Environmental Health 575 183 554 (21) -4% 0 (21) Licensing (221) (83) (207) 14 6% 0 14 Legal Services/Trading Standards 885 322 860 (25) -3% 0 (25) Planning 557 49 550 (8) -1% 52 (60) Transactional Services 902 349 928 26 3% 0 26 Strategic People and Change 1,863 688 1,879 17 1% 40 (23) Information Services 5,089 3,054 5,088 (1) 0% 0 (1) Legal Fees & Settlement 0 1 1 1 0% 1 (0) Communications & Marketing 277 112 282 4 2% 0 4 Citizen Services 1,386 393 1,365 (21) -2% 0 (21) Performance & Strategy 241 90 239 (2) -1% 0 (2) Clydebank Town Hall 339 29 368 29 8% 0 29 Office Accomodation 1,195 846 1,280 85 7% 0 85 Libraries 1,833 618 1,801 (32) -2% 0 (32) Arts and Heritage 306 84 219 (87) -28% 0 (87) Catering Services 5,095 1,999 5,269 173 3% 0 173 Building Cleaning 2,128 783 2,010 (119) -6% 0 (119) Building Cleaning PPP (95) (103) (109) (15) 16% 0 (15) Facilities Assistants 2,739 926 2,475 (264) -10% 0 (264) Facilities Management 305 220 445 141 46% 150 (9) Leisure Management 4,094 2,092 4,075 (19) 0% 0 (19) Events 28 60 20 (8) -30% 0 (8) 40,127 17,918 40,600 472 1.18% 848 (376) Service / Subjective Summary Variance 2025/26 Total Net Expenditure Page 251
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2025 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status £000 £000 £000 £000 % Employee 32,101 11,601 31,258 (844) (3%) Property 2,280 495 2,384 104 5% Transport and Plant 3,509 2,347 3,527 17 0% Supplies, Services and Admin 3,724 1,480 4,384 660 18% Payments to Other Bodies 37,762 13,568 37,787 24 0% Other (300) 0 (150) 150 (50%) Gross Expenditure 79,077 29,492 79,190 112 0% Income (38,950) (11,574) (38,590) 360 1% Net Expenditure 40,127 17,918 40,600 472 1% £000 £000 £000 £000 % Employee 341 102 341 0 0% Property 0 0 0 0 0% Transport and Plant 3 3 3 0 3% 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 344 105 344 0 0% Income (53) (19) (52) 1 2% Net Expenditure 291 86 292 1 0% £000 £000 £000 £000 % Employee 1,589 592 1,607 19 1% Property 0 0 0 0 0% Transport and Plant 50 (2) 59 9 18% Supplies, Services and Admin 2 0 154 152 6990% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,641 590 1,820 179 11% Income (103) (62) (103) 0 0% Net Expenditure 1,538 528 1,717 180 12% £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 10,698 32,426 0 0% Other 0 0 0 0 0% Gross Expenditure 32,426 10,698 32,426 0 0% Income (30,225) (9,018) (30,225) 0 0% Net Expenditure 2,201 1,680 2,201 0 0% £000 £000 £000 £000 % Employee 1,981 760 2,035 54 3% Property 2 0 2 0 0% Transport and Plant 30 8 30 0 0% Supplies, Services and Admin 855 595 1,309 454 53% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,867 1,364 3,376 508 18% Income (443) (236) (485) (42) (10%) Net Expenditure 2,424 1,129 2,890 466 19% Service Summary Variance 2025/26 All Services Audit Finance Rent Rebates & Allowances Revenues & Benefits Page 252
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 407 152 401 (7) (2%) Property 0 0 0 0 0% Transport and Plant 49 14 49 0 0% Supplies, Services and Admin 42 42 71 29 70% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 498 208 521 23 5% Income (61) (64) (64) (3) (5%) Net Expenditure 437 144 457 20 4% £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 28 44 0 0% Supplies, Services and Admin 30 11 30 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 74 39 74 0 0% Income (1,146) (167) (1,151) (5) (0%) Net Expenditure (1,072) (128) (1,077) (5) 0% £000 £000 £000 £000 % Employee 607 232 619 13 2% Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 2 0 2 0 0% Payments to Other Bodies 76 1 78 1 2% Other 0 0 0 0 0% Gross Expenditure 685 233 699 14 2% Income (80) 0 (80) 0 0% Net Expenditure 605 233 619 14 2% £000 £000 £000 £000 % Employee 1,692 623 1,656 (36) (2%) Property 0 0 0 0 0% Transport and Plant 7 1 3 (4) (16%) Supplies, Services and Admin 25 11 32 7 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,724 635 1,690 (33) (2%) Income (115) (60) (116) (2) (1%) Net Expenditure 1,609 576 1,574 (35) (2%) Cost of Collection of Rates Cost of Collection of Council Tax Procurement Finance Service Centre Democratic and Registration Service Page 253
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 2,612 966 2,582 (31) (1%) Property 0 0 0 0 0% Transport and Plant 11 3 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 2,623 968 2,592 (31) (1%) Income (22) (9) (28) (6) (28%) Net Expenditure 2,602 960 2,565 (37) (1%) £000 £000 £000 £000 % Employee 833 272 810 (23) (3%) Property 6 0 6 0 0% Transport and Plant 10 2 11 1 5% Supplies, Services and Admin 22 7 22 (0) (0%) Payments to Other Bodies 77 39 78 1 1% Other 0 0 0 0 0% Gross Expenditure 949 320 927 (22) (2%) Income (374) (137) (373) 1 0% Net Expenditure 575 183 554 (21) (4%) £000 £000 £000 £000 % Employee 236 91 243 7 3% Property 0 0 0 0 0% Transport and Plant 1 0 1 0 0% Supplies, Services and Admin 8 4 8 (0) (0%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 244 95 251 7 3% Income (465) (178) (459) 7 1% Net Expenditure (221) (83) (207) 14 (6%) £000 £000 £000 £000 % Employee 950 318 905 (45) (5%) Property 0 0 0 0 0% Transport and Plant 3 1 3 0 0% Supplies, Services and Admin 18 26 36 18 99% Payments to Other Bodies 1 0 1 0 0% Other 0 0 0 0 0% Gross Expenditure 974 345 947 (27) (3%) Income (88) (23) (87) 1 1% Net Expenditure 885 322 860 (25) (3%) £000 £000 £000 £000 % Employee 1,102 373 1,061 (42) (4%) Property 0 0 0 0 0% Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 24 13 24 (0) (0%) Payments to Other Bodies 173 5 222 49 28% Other 0 0 0 0 0% Gross Expenditure 1,300 391 1,308 7 1% Income (743) (342) (758) (15) (2%) Net Expenditure 557 49 550 (8) (1%) Environmental Health Legal Services/Trading Standards Licensing Planning Central Admin Support Page 254
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 915 353 973 58 6% Property 0 0 0 0 0% Transport and Plant 4 1 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 919 354 977 58 6% Income (17) (5) (49) (32) (186%) Net Expenditure 902 349 928 26 3% £000 £000 £000 £000 % Employee 1,628 618 1,622 (7) (0%) Property 1 0 1 0 0% Transport and Plant 8 11 17 9 108% Supplies, Services and Admin 280 87 280 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,918 716 1,920 2 0% Income (55) (29) (41) 15 27% Net Expenditure 1,863 688 1,879 17 1% £000 £000 £000 £000 % Employee 2,459 913 2,420 (39) (2%) Property 2 1 2 0 0% Transport and Plant 3,155 2,246 3,162 7 0% 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 5,619 3,160 5,584 (35) (1%) Income (530) (106) (496) 34 6% Net Expenditure 5,089 3,054 5,088 (1) (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 290 108 288 (2) (1%) Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 9 4 9 1 10% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 299 112 298 (1) (0%) Income (22) 0 (16) 6 26% Net Expenditure 277 112 282 4 2% Communications & Marketing Transactional Services Strategic People and Change Information Services Legal Fees & Settlement Page 255
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 1,532 574 1,494 (38) (2%) Property 0 0 0 0 0% Transport and Plant 0 0 0 (0) (100%) Supplies, Services and Admin 63 33 85 22 35% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,595 607 1,579 (16) (1%) Income (209) (214) (214) (5) (2%) Net Expenditure 1,386 393 1,365 (21) (2%) £000 £000 £000 £000 % Employee 227 85 225 (2) (1%) Property 0 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 0 0 0 (0) (90%) Payments to Other Bodies 14 5 14 0 0% Other 0 0 0 0 0% Gross Expenditure 241 90 239 (2) (1%) Income 0 0 0 0 0% Net Expenditure 241 90 239 (2) (1%) £000 £000 £000 £000 % Employee 158 60 166 8 5% Property 293 39 288 (5) (2%) Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 40 13 40 0 0% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 492 112 495 3 1% Income (153) (83) (127) 25 17% Net Expenditure 339 29 368 29 8% £000 £000 £000 £000 % Employee 127 43 129 2 2% Property 1,239 281 1,322 82 7% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 42 26 43 1 2% Payments to Other Bodies 20 0 20 0 0% Other 0 0 0 0 0% Gross Expenditure 1,428 350 1,513 85 6% Income (233) 496 (233) 0 0% Net Expenditure 1,195 846 1,280 85 7% £000 £000 £000 £000 % Employee 1,391 506 1,370 (21) (2%) Property 276 42 289 13 5% Transport and Plant 15 6 15 (0) (3%) Supplies, Services and Admin 161 89 160 (1) (0%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 1,844 643 1,834 (10) (1%) Income (11) (25) (33) (22) (200%) Net Expenditure 1,833 618 1,801 (32) (2%) Performance & Strategy Office Accomodation Clydebank Town Hall Libraries Citizen Services Page 256
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 327 90 232 (95) (29%) Property 3 2 11 8 312% Transport and Plant 0 0 0 (0) (50%) Supplies, Services and Admin 23 3 23 0 0% Payments to Other Bodies 13 1 13 0 0% Other 0 0 0 0 0% Gross Expenditure 366 96 279 (87) (24%) Income (60) (12) (60) 0 0% Net Expenditure 306 84 219 (87) (28%) £000 £000 £000 £000 % Employee 4,280 1,556 4,131 (149) (3%) Property 113 28 113 0 0% Transport and Plant 110 22 108 (2) (2%) Supplies, Services and Admin 1,873 461 1,852 (21) (1%) Payments to Other Bodies 29 19 29 0 0% Other 0 0 0 0 0% Gross Expenditure 6,404 2,086 6,232 (172) (3%) Income (1,309) (87) (964) 345 26% Net Expenditure 5,095 1,999 5,269 173 3% £000 £000 £000 £000 % Employee 2,193 754 2,003 (190) (9%) Property 239 64 239 (0) (0%) Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 17 7 17 (0) (1%) Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,450 825 2,260 (190) (8%) Income (322) (41) (251) 71 22% Net Expenditure 2,128 783 2,010 (119) (6%) £000 £000 £000 £000 % Employee 941 344 926 (15) (2%) Property 60 14 61 0 1% 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 1,010 358 996 (15) (1%) Income (1,105) (460) (1,105) 0 0% Net Expenditure (95) (103) (109) (15) 16% Building Cleaning PPP Building Cleaning Arts and Heritage Catering Services Page 257
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 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 2,743 919 2,474 (269) (10%) Property 44 24 49 5 11% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 12 1 12 0 1% Payments to Other Bodies 0 0 0 0 0% Other 0 0 0 0 0% Gross Expenditure 2,799 944 2,535 (264) (9%) Income (60) (18) (60) 0 0% Net Expenditure 2,739 926 2,475 (264) (10%) £000 £000 £000 £000 % Employee 541 198 546 5 1% Property 0 0 0 0 0% Transport and Plant 2 1 2 (0) (21%) Supplies, Services and Admin 41 24 42 1 3% Payments to Other Bodies 22 11 22 0 0% Other (300) 0 (150) 150 (50%) Gross Expenditure 305 235 460 156 51% Income 0 (15) (15) (15) 0% Net Expenditure 305 220 445 141 46% £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 2,719 4,814 (19) (0%) Other 0 0 0 0 0% Gross Expenditure 4,833 2,719 4,814 (19) (0%) Income (739) (627) (739) 0 0% Net Expenditure 4,094 2,092 4,075 (19) (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 23 35 0 0% Payments to Other Bodies 78 70 70 (8) (11%) Other 0 0 0 0 0% Gross Expenditure 114 93 105 (8) (7%) Income (86) (33) (86) 0 0% Net Expenditure 28 60 20 (8) (30%) Facilities Assistants Facilities Management Leisure Management Events Page 258
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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 Use of EMR RAG Status £000 £000 £000 £000 % Planning 557 550 52 (60) -11% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Office Accomodation 1,195 1,280 0 85 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Arts and Heritage 306 219 0 (87) -28% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,095 5,269 0 173 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 2,128 2,010 0 (119) -6% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,475 0 (264) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This Service provides Building & Planning services. Favourable variance There is a favourable variance against employee costs as a result of vacancies. 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 This service provides the provision & protection of Arts & Heritage There is a favourable variance against employee costs as a result of vacancies. none necessary Favourable variance None. None. Although 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 was 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 The favourable variance is attributable to employee vacancies and income from planning pre-applications. None required. Favourable variance is anticipated. 31 August 2025 Budget Details Variance Analysis Variance after the use of EMR Page 259
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description £ £ £ £ £ 1 Revs & Bens: Social Welfare Fund 374,103 - 374,103 - To pay the balance of Scottish Welfare Fund grants expenditure funded by the Scottish Government. Carried forward to 2025/26. 2 Revs & Bens: DWP funding 53,000 - 53,000 - To support activities related to Housing Benefit and Council Tax Reduction, including system enhancements scheduled for completion in FY25/26. 3 Financial Service Centre: Automation Team (VKY) 26,284 - 26,284 - Expenditure linked to the VKY Automation contract approved in 2020/21 as part of the Robotic Process Automation (RPA) rollout. 4 Regulatory - New document management system 90,000 - 45,000 45,000 The Planning and Building Standards require a new document management system to replace the current system. The current timeline is to procure over two years due to the different stages in the process and the time needed to undertake them. 5 Regulatory - Underspend in 'design panel' budget for IDOX upgrade (new 23/24) 7,000 7,000 7,000 - This balances relates to the initial stages of designing the new Planning and Building Standards document management system and will be spent this financial year. 6 OD & Change Training Budget (new 23/24) 8,773 - 8,773 - Funding allocated to meet defined training needs 7 Previous provision for equal pay/holiday pay 194,663 - 1,220 193,443 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. Community Transition Fund 151,680 151,680 - 8 Smoothing Fund - 181,000 - The smoothing fund is being used to offset service overspends where savings/efficiencies have not been achieved in year. £150k is being used to cover the delay in implementing a new management operating model in Facilities. In addition £31k of the smoothing fund is being used to fund the Digital Officer post within P&T to work on future transformation projects across services and generate future efficiencies. TOTAL USE OF STRATEGIC RESERVES - - 181,000 - TOTAL USE OF EARMARKED RESERVES 905,503 7,000 848,060 - 238,443 COST OF LIVING STRATEGIC RESERVES RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY Page 260
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 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 Review the Communities team reducing the delivery of community based services CCF26 A Graham 87 87 Saving fully achieved in 2025/26 2 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 Saving fully achieved in 2025/26 3 Charging for Pre application advice RR09 A Douglas 5 5 - Saving anticipated to be achieved 4 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - Saving anticipated to be achieved 5 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - Saving anticipated to be achieved 6 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - Saving anticipated to be achieved 7 Registrars RR09 A Douglas 18 18 - Saving anticipated to be achieved 8 Building Standards A Douglas 10 10 - Saving anticipated to be achieved 9 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - Saving anticipated to be achieved 10 Remove Members’ Secretary RR04 A Douglas 22 22 - Saving anticipated to be achieved 11 Reduce Trading Standards team RR17 A Douglas 14 14 - Saving anticipated to be achieved 12 Reduce Records Management team RR18 A Douglas 14 14 - Saving anticipated to be achieved 13 Close Clydebank Registration Office RR19 A Douglas 8 8 - Saving anticipated to be achieved 14 Combine dog warden & pest control posts RR10 A Douglas 38 38 - Saving anticipated to be achieved 15 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - Saving anticipated to be achieved 16 Antonine wall RR12 A Douglas 27 27 - Saving anticipated to be achieved 17 Review environmental health RR13 A Douglas 35 35 - Saving anticipated to be achieved 18 Development planning & placemaking RR20 A Douglas 55 55 - Saving anticipated to be achieved 19 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - Saving anticipated to be achieved 20 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - Saving anticipated to be achieved 21 Increase events income CCF05 A Graham 8 8 - Saving anticipated to be achieved 22 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - Saving anticipated to be achieved 23 Reduce Highland Games Spend CCF01 A Graham 15 15 - Saving anticipated to be achieved 24 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - Saving anticipated to be achieved 25 Reduce Community Engagement Budget CCF11 A Graham 22 22 - Saving anticipated to be achieved 26 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - Saving anticipated to be achieved 2024/25 Efficiencies not achieved 2025/26 Efficiencies and Management Adjustments Page 261
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 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 Facilities Mgt Operating Model CCF04 A Graham 300 150 150 Smoothing Fund will be used to cover 25/26 element of saving not achieved. Saving anticipated to be fully achieved 26/27. 28 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - Saving anticipated to be achieved 29 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - Complete 30 Reduce Corporate Debt team RES06 L Slavin 44 44 - Complete 31 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - Saving anticipated to be achieved 32 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - Saving anticipated to be achieved 33 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - Saving anticipated to be achieved 34 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - Saving anticipated to be achieved 35 Remove counselling and physio PT10 V Rogers 9 9 - Saving anticipated to be achieved 36 Remove telephone survey CCF13 V Rogers 9 9 - Saving anticipated to be achieved 37 Performance and Strategy Budget Efficiencies CCF15 V Rogers 9 9 - Saving anticipated to be achieved 38 Reduce design budget CCF16 V Rogers 12 12 - Saving anticipated to be achieved 39 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - Saving anticipated to be achieved 40 People & Change Team Restructure PT14 V Rogers 62 62 - Saving anticipated to be achieved 41 Organisational Development Reduction PT15 V Rogers 60 60 - Saving anticipated to be achieved 42 Outsource Print Room function PT18 V Rogers 25 25 - Saving anticipated to be achieved 43 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - Saving anticipated to be achieved TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 1,461 1,311 150 Page 262
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Corporate Services Committee – 12 November 2025 ___________________________________________________________________ Subject: Corporate Services Capital Budgetary Control Report to 31 August 2025 (Period 5) 1. Purpose 1.1 This report provides an update on the Corporate Services capital programme to 31 August 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. iii) Note the additional capital budget of £0.027m for data strategy (Para 4.6). 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 as reported to Corporate Services Committee on 13 August 2025. 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 reported to committee on 13 August 0.133 (0.094) Revised Capital Budget as at Period 3 4.211 29.207 4.2 Progress against the 2025/26 capital plan is detailed in: ITEM 17 Page 263
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Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Projects Off Track – not required for period 5 as there are no off track projects to report. Appendix 3 – Changes to Capital Plan for Noting – not required for period 5 Appendix 4 – All Projects 4.3 The overall program summary report at Appendix 1 shows that planned expenditure against the budget is currently on track. Note Appendix 1 is constructed assuming all changes in this report are approved. 4.4 Exhibit 2 sets out the revised capital budget at period 5 assuming approval by Council on the 29th of October of the recommendation contained within this report. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Corporate Services Capital Budget as at 30 June 2025 4.211 29.207 Approved P&T 5 Capital Bid – Data Strategy (Para 4.6) 0.027 0.027 Proposed revised Capital Budget as at Period 5 subject to Council Approval 4.238 29.234 4.5 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights the 2025/26 budget is £4.238m with current forecast spend of £4.238m. The spend as at period 5 is £0.364m (8.58%) of the current forecast spend of £4.238m. 4.6 Members are asked to note an additional capital budget of £0.027m to fund data strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.027m is added to the Capital plan to allow the People and Technology team to provide a robust data strategy which would be the cornerstone of creating a sustainable, modern data ecosystem capable of meeting the Council’s evolving needs while improving outcomes for its residents. A data strategy provides a unified framework for aligning data governance, technology, and processes with organisational goals. This approach positions the Council to effectively transform its data into a strategic asset that can be better utilised and controlled to achieve financial efficiencies and benefits while addressing challenges and setting the foundation of a clear path for long-term data-driven success. The new data platform and modern ways of working will drive operational efficiencies and bring time-saving benefits forecast from the outset. The Council can also better understand the changing landscape of public sector demand on services and keep pace with legislative demands on statutory services, and privacy and security requirements. Page 264
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This project has been included in appendix 4 (P&T 5). 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 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. Page 265
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Laurence Slavin Chief Officer – Resources Date: 01 October 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 P5 Appendix 3 - Changes to Capital Plan for Noting – not required at P5 Appendix 4 - All Approved Projects Background Papers: General Services Capital Plan Update - Council 5 March 2025 Capital Budgetary Control Report (P3) – Council 27 August 2025 Wards Affected All Wards Page 266
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Summary at Period 5 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 0 7 0 Citizen, Cultural and Facilities 3,173 3,173 0 2 0 Regulatory and Regeneration 33 33 0 1 0 People and Technology 9,720 9,720 0 5 0 Total 29,234 29,234 0 15 0 Page 267
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All Projects Approved at P5 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 10 10 0 RES 4 Community Success Capital Fund 31 March 2026 31 March 2026 150 0 150 0 150 0 150 26 150 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 1,586 217 1,586 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 15 430 0 Total Resources 16,308 649 2,426 13,233 16,308 0 2,426 270 2,426 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 (412) 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 (412) 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 0 696 288 696 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 179 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 39 226 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 P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,720 757 1,779 7,184 9,720 0 1,779 506 1,779 0 Overall Total 29,234 4,579 4,238 20,417 29,234 0 4,238 364 4,238 0 Full Project Life In Year Page 268
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 12 November 2025 _________________________________________________________________________ Subject: Dumbarton Common Good Grant Applications 1. Purpose 1.1 The purpose of this report is to provide details of the Dumbarton Common Good grant applications for Member consideration, propose changes to the eligibility criteria and introduce more robust safeguarding measures. 2. Recommendations 2.1 It is recommended Members: i) approve the option to fully fund the applications assessed as ‘High’ impact and approve funding of 58% of the total applied for by each applications assessed as ‘Medium’ impact ii) note that the allocation of 100% of the available 2026/27 funds means the fund will be closed to new applications in 2026/27 with any applications not able to be considered until 2027/28 iii) approve the revised eligibility criteria allowing new and emerging groups to provide alternative evidence of financial and organisational capacity where previous annual accounts are not available iv) approve the introduction of a disclosure and safeguarding requirement, ensuring all senior management and board members involved in delivery of the funded activity have completed appropriate disclosure checks prior to release of grant funding 3. Background 3.1 The Dumbarton Common Good provides money to encourage and support one-off community activities within Dumbarton which are carried out by constituted non profit making community groups. 3.2 Historically the income generated by the Dumbarton Common Good was sufficient to cover the amount of funds being awarded however the volumes of grants has been increasing since 2022/23 whilst income has remained fairly static due to contractual lease terms in place. At its meeting on 5 February 2025 the Corporate Services Committee agreed a new process to assess applications to the fund with an overarching focus on ensuring the fund’s long term financial sustainability. In summary this created a two- stage assessment process which generated a score for each application and assessed them as either: ITEM 18 Page 269
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High impact – application approved Medium impact – approved if sufficient in year funds available Low impact – application rejected 4. Main Issues Dumbarton Common Good Income 4.1 Currently rental income is achieved for the Dumbarton Common Good from properties which are included in the Dumbarton Common Good Asset Register. A small amount of income is also generated from the interest received on the fund balance. 4.2 Rental income has been reviewed to estimate future rental income based on current leases and the capacity to increase these through rent reviews. Future income from interest on the retained balance will vary with interest rates and the balance retained. For the purposes of this review it is assumed it will remain relatively stable with a prudent assumption of £24,000 per annum. The projected rental income in future years is summarised in Exhibit 1. This confirms the total budget available in 2026/27 is £380,000. £66,182 of this income is required to pay for central administration costs, estates management costs and property maintenance which leaves £313,818 available to fund applications 4.3 Exhibit 1 – Estimated Future Dumbarton Common Good Income Financial Year Rental Income (£000) Interest on Retained (£,000) Total Estimated Income (£000) 2026/27 356 24 380 2027/28 363 24 387 2028/29 365 24 389 2026/27 Common Good Applications 4.4 A total of 18 applications were received. These included one-off funding requests for 2026/27 and recurring applications for the three year cycle commencing 2026/27. 4.5 Of the 18 applications: Four were new applicants to the fund 13 were returning applicants seeking continued or renewed support One did not pass Stage 1 of the assessment process as the proposed activity was located in Dalmuir, which falls outside the Dumbarton Common Good boundary. 4.6 The 17 applications which passed Stage 1 were assessed against criteria agreed by Corporate Services Committee on 5 February 2025 which focuses on strategic alignment, financial clarity, community impact, and sustainability. Exhibit 2 summarises the applying groups, whether they Page 270
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were assessed as ‘High’, ‘Medium’ or ‘Low’ and the amounts they applied for. It also shows the total score for each application Exhibit 2 – Summary of Applications (in score order) Group Purpose Score Assessment Amount (£) 3 Year Recurring (£) Mentor Scotland Running costs 23 High 25,600 25,600 WD Community Foodshare Running costs 23 High 50,000 150,000 Bellsmyre Development Trust Development of services 22 High 36,000 108,000 Libraries Book fund 22 High 10,000 30,000 Spectrum Coffee Running costs and equipment 20 High 15,000 15,000 Tullochan Trust Running costs 20 High 20,000 60,000 Bellsmyre Digital Running costs 19 Medium 35,600 106,800 West Dunbartonshire Council (“the Council”) Pipe Band Championship Running costs 19 Medium 50,000 150,000 Scottish Maritime Museum Running costs 19 Medium 49,500 148,500 Lomond ADHD Workshop materials 19 Medium 3,800 3,800 Rock Community Church Running costs and equipment 19 Medium 21,500 21,500 Council Fireworks Running costs 18 Medium 19,000 57,000 Alternatives Running costs 17 Medium 5,000 15,000 Dumbarton Senior Citizens Running costs and events 16 Medium 10,000 30,000 Council Christmas lighting Running costs 16 Medium 12,000 36,000 Citizens Advice Bureau Running costs 15 Medium 40,000 120,000 Alcoholics Anonymous Running costs 13 Medium 24,997 74,991 Totals 427,997 1,152,191 4.7 Exhibit 2 confirms that, if all applications were paid at the full amount, £427,997 would be required in 2026/27 with recurring applications representing a potential three-year funding commitment of £1,152,191. The required £427,997 in 2026/27 exceeds the available £313,818 by £114,179. Page 271
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4.8 Four options were considered for member consideration. The first was to fund 100% of all applications costing £427,997. This option is not considered appropriate as it is not consistent with ensuring the Dumbarton Common Good is financially sustainable in the longer term. This leaves three options which would allocate the available £318,818 in 2026/27 and the recurring amounts in years 2027/28 and 2028/29. These are summarised in Exhibit 3. Exhibit 3 – Options for Fund Allocation of £313,818 Option Description Positive Negative 1 Fund 100% of applications starting from the highest scoring and stopping when the £313,818 is fully exhausted Funding focused on the highest scoring groups Following receive no funding: Council Fireworks Alternatives Dumbarton Senior Citizens Council Christmas Lighting Citizens Advice Bureau Alcoholics Anonymous 2 Fund 73% of every application regardless of ‘High’ or ‘Medium’ impact All groups funded No recognition of ‘High’ impact assessments which contradicts agreed process that high impact applications should be recommended for approval 3 Fund 100% of all ‘High’ impact applications and provide 58% of funds sought for ‘Medium’ impact All groups funded and recognises ‘High’ impact projects above ‘Medium’ impact Medium impact groups receive lesser percentage of application 4.9 Option 3 is the recommended option as it is consistent with the overarching premise that ‘High’ impact projects should be recommended for approval and ‘Medium’ impact ones should receive funding if there are sufficient funds available. It also ensures all groups are supported although, for medium impact ones, not at the full level they requested. 4.10 Option 3 would result in the following awards in 2026/27 Group Purpose Impact 2026/27 (£,000) One off or 3 year recurring Mentor Scotland Running costs High 25,600 One off WD Community Foodshare Running costs High 50,000 Recurring Page 272
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Bellsmyre Development Trust Development of services High 36,000 Recurring Libraries Book fund High 10,000 Recurring Spectrum Coffee Running costs and equipment High 15,000 One off Tullochan Trust Running costs High 20,000 Recurring Bellsmyre Digital Running costs Medium 20,648 Recurring Council Pipe Band Championship Running costs Medium 29,000 Recurring Scottish Maritime Museum Running costs Medium 28,710 Recurring Lomond ADHD Workshop materials Medium 2,204 One off Rock Community Church Running costs and equipment Medium 12,470 One off Council Fireworks Running costs Medium 11,020 Recurring Alternatives Running costs Medium 2,900 Recurring Dumbarton Senior Citizens Running costs and events Medium 5,800 Recurring Council Christmas lighting Running costs Medium 6,960 Recurring Citizens Advice Bureau Running costs Medium 23,200 Recurring Alcoholics Anonymous Running costs Medium 14,498 Recurring 314,010 4.11 Note the total amount of £314,010 exceeds the available funds of £313,818 by £192 – this is not considered a material issue. The allocation of the full amount available in 2026/27 means the fund will not be available to any new applications in 2026/27 and any applications would only be able to be considered when considering the 2027/28 funds. 4.12 It should be noted any award to Spectrum Coffee is conditional upon confirmation that the group have secured premises within the Dumbarton Common Good boundary. Amendment of Assessment Process/Criteria for Awards 4.13 Officers carried out a review of the assessment process/criteria for awards following Corporate Services Committee on 18 August 2025. This review identified areas where improvements are required to ensure proportionate safeguarding checks are in place for those responsible for managing public funds, and to remove barriers that disadvantage newly formed community Page 273
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groups. The proposed changes are designed to strengthen assurance processes while supporting wider access to funding and enabling a more diverse range of organisations to benefit. 4.14 The current eligibility criteria required previous annual accounts or similar historical evidence. These requirements limited access to funding for emerging organisations that are newly established yet able to demonstrate strong governance and clear delivery plans. In response, the Stage 2 detailed assessment has been amended to ensure a more equitable approach. Alternative forms of evidence will now be accepted to verify organisational capacity and financial responsibility, allowing new groups to apply while still maintaining necessary safeguards for public funding. 4.15 The current award process will be strengthened to ensure appropriate safeguarding and governance standards are met where required. Going forward, where required, the grantee must confirm all individuals in key positions of responsibility, namely members of the board, trustees, and senior management have undergone the appropriate level of criminal record check e.g., a disclosure from Disclosure Scotland. Evidence of these checks must be provided to the Council prior to any release of grant funds. This evidence must confirm: that checks have been completed within the last 12 months that no disclosures have been identified that would pose a risk to the activities funded under this grant. Where any disclosures are required the grantee must notify the Council immediately and provide details of the organisation’s safeguarding risk assessment and decision-making process relating to that individual’s continued involvement. Failure to provide satisfactory evidence of compliance with these safeguarding checks, or failure to maintain compliance throughout the period of the grant, may result in delayed payment, suspension of funding, or termination of the grant funding. 5. People Implications 5.1 None directly from this report. 6. Financial and Procurement Implications 6.1 Recommended actions will provide for greater financial sustainability for the Dumbarton Common Good and provide for a revised application assessment process with a stronger focus on value for money. 6.2 There are no procurement recommendations as a result of this report. 7. Risk Analysis 7.1 There is a risk that future estimates in relation to rental income are over optimistic. Page 274
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8. Equalities Impact Assessment (EIA) 8.1 An equality impact assessment is not applicable for the purposes of this report. 9. Consultation 9.1 Consultation has been carried out with finance officers who manage the grant applications and asset management who are responsible for managing rental income. 10. Strategic Assessment 10.1 In alignment with the West Dunbartonshire Council Strategic Plan 2022- 2027, the proposed amendments to the Dumbarton Common Good Fund grant funding arrangements support the delivery of its core priorities: Our Communities – Resilient and Thriving: By enabling newer and emerging community groups to access funding and by strengthening safeguarding procedures for grant-funded activities, the Fund helps local organisations build capacity, serve residents more effectively, and promote inclusive community wellbeing. Our Economy – Strong and Flourishing: Supporting well-governed community initiatives contributes to a vibrant local economy by enhancing civic engagement, fostering volunteering and local enterprise, and reducing the risk of misallocated resources. Our Council – Inclusive and Adaptable: The proposed changes reflect an inclusive funding approach—removing unnecessary barriers for new groups and ensuring robust oversight of public funds —which demonstrates the Council’s commitment to transparent, responsive and adaptive governance. By embedding these amendments into the Fund’s framework, the Council reaffirms its commitment to its long term strategic objectives and ensures the Dumbarton Common Good Fund remains a strong vehicle for achieving those goals. Laurence Slavin Chief Officer – Resources Date: 30 October 2025 Person to Contact: Laurence Slavin, Chief Officer - Resources Email: laurence.slavin@west-dunbarton.gov.uk Appendices: N/A Background Papers: Report by Chief Officer – Resources: Review of the Dumbarton Common Good Fund: Corporate Services Committee 5 February 2025 Page 275
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Report by Chief Officer – Resources: Grant Application to Dumbarton Common Good: Corporate Services Committee 18 August 2025 Wards Affected: Ward 3 Page 276