Document Pack - Corporate Services Committee 04 02 26 (Bookmarked)
West Dunbartonshire Council · 4 February 2026
Back to Corporate Services Committee — 4 February 2026 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, 4 February 2026 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: 22 January 2026 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, 4 FEBRUARY 2026 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 5 – 11 Submit, for approval as a correct record, the Minutes of Meeting of the Corporate Services Committee held on 12 November 2025. 6 MINUTES OF JOINT CONSULTATIVE FORUM 13 – 14 Submit for information and where necessary ratification, the Minutes of Meeting of the Joint Consultative Forum held on 11 December 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 PEOPLE AND TECHNOLOGY SPEND 2026-27 15 – 27 Submit report by the Chief Officer – People and Technology providing a detailed breakdown of the planned People and Technology spend for both capital and revenue, covering new and existing contracts valued above £10,000 and seeking approval to procure and contract for the requisite goods and services. 9 THE PROVISION OF MANAGED WORK FOR HOUSING 29 – 32 BENEFIT AND COUNCIL TAX REDUCTION Submit report by the Chief Officer – Resources seeking approval to procure the provision of managed work associated with the processing of Housing Benefit and Council Tax Reduction claims. 10 WRITE-OFF OF NATIONAL NON-DOMESTIC RATES 33 – 40 2025/2026 Submit report by the Chief Officer – Resources seeking approval of the write-off of debts in respect of National Non-Domestic Rates (NNDR), which have been deemed as irrecoverable during the financial year 2025/2026. 11 CORPORATE SERVICES REVENUE BUDGETARY 41 – 56 CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources on the revenue financial performance to 31 October 2025 of those services under the auspices of the Corporate Services Committee. 12 CORPORATE SERVICES CAPITAL BUDGETARY 57 – 63 CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 October 2025. Page 4
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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, 12 November 2025 at 2.00 p.m. Present: Councillors Kevin Crawford, 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: Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Victoria Rogers, Chief Officer – People and Technology; Laurence Slavin, Chief Officer – Resources; Michelle Lynn, Asset Manager; Arun Menon, Business Support Manager; James Gallacher, Service Manager – ICT; Louise Hastings, Strategic People and Change Manager; Lauren Crooks, Strategic Communication, Culture and Performance Manager; Stephen Daly, Citizen and Digital Manager; Karyn Wood, Head of HR, West Dunbartonshire Health and Social Care Partnership; Adrian Gray, Business Partner – Resources; Chris Anderson, Principal Solicitor (Legal Officer); and Scott Kelly, Committee Officer. 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 Councillor Oxley made a transparency statement in relation to the item under the heading ‘Dumbarton Common Good Grant Applications’, stating that she was a member of the Board of West Dunbartonshire Citizens Advice Bureau. 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 5
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MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Corporate Services Committee held on 13 August 2025 were submitted and approved as a correct record. MINUTES OF JOINT CONSULTATIVE FORUM The Minutes of Meeting of the Joint Consultative Forum held on 18 September 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. PROPOSAL TO COMMENCE CONSULTATION ON WEST DUNBARTONSHIRE LIBRARY SERVICES A report was submitted 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. After discussion and having heard the Chief Officer – Citizen, Culture and Facilities, and the Asset Manager, in further explanation and in answer to Members’ questions, Councillor William Rooney moved:- That the Committee agrees:- (1) to approve the commencement of a stakeholder consultation to seek feedback on how Library Services are delivered now and in future; (2) to note the consultation document (Appendix 1 to the report) outlining the key themes and questions to be explored through the consultation process; and (3) to note a report would be brought back to a future meeting of the Corporate Services Committee with the consultation findings and recommendations for future service delivery options. As an amendment, Councillor Oxley moved:- Committee notes the proposals to launch a consultation on West Dunbartonshire’s library services, which will inform future service delivery. Page 6
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While this can be a useful way to gather feedback on what is working well and what could be improved, there is concern within the community that the results may be used to justify further cuts to library services. Worryingly, libraries in West Dunbartonshire have already faced significant budget cuts, service reductions, and the closure or relocation of facilities under the current Labour administration in recent years. Committee recognises that libraries are a vital part of our communities - providing free access to books, learning opportunities, digital resources, and safe public spaces that promote social inclusion, literacy, wellbeing, and lifelong learning. Committee therefore opposes this consultation being used as a justification for any further cuts, closures, or reductions to West Dunbartonshire’s library services. Councillor O’Neill then seconded Councillor William Rooney’s motion and Councillor Dickson seconded Councillor Oxley’s amendment. On a roll call vote being taken, 5 Members voted for the amendment, namely Councillors Crawford, 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. PROPOSAL TO COMMENCE CONSULTATION ON SERVICES PROVIDED BY WEST DUNBARTONSHIRE LEISURE TRUST A report was submitted 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. After discussion and having heard the Chief Officer – Citizen, Culture and Facilities, the Chief Officer – Resources, and the Asset Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the commencement of a stakeholder consultation on the current and future delivery of leisure and community services operated by West Dunbartonshire Leisure Trust; (2) to note officers would prepare and implement a detailed consultation plan, setting out the scope, timeline, and engagement approach; (3) to note the consultation document (Appendix 1 to the report) outlining the key themes and questions to be explored as part of the consultation; Page 7
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(4) to approve a detailed value for money and financial resilience review being undertaken; (5) to note a report would be brought to a future meeting of the Corporate Services Committee with the consultation and review findings and recommendations for future service delivery options; and (6) to note the consultation would complement ongoing engagement with WDLT management, staff representatives, and community partners. JOB EVALUATION POLICY AND PROCEDURE A report was submitted 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. After discussion and having heard the Chief Officer – People and Technology in further explanation and in answer to a Member’s question, the Committee agreed to approve the updated Job Evaluation Policy and Procedure. WEST DUNBARTONSHIRE COUNCIL POLICY STATEMENT LOCAL GOVERNMENT PENSION SCHEME (SCOTLAND) REGULATIONS 2018 A report was submitted 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. After discussion and having heard the Chief Officer – People and Technology, and the Chief Officer – Resources in further explanation, the Committee agreed to note the structural improvements and policy clarifications introduced in the 2025 draft and endorse the updated format for future use. CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN – 2025/26 MID-YEAR PROGRESS A report was submitted by the Chief Officer – Citizen, Culture and Facilities setting out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan 2025/26. After discussion and having heard the Chief Officer – Citizen, Culture and Facilities in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. Page 8
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PEOPLE AND TECHNOLOGY DELIVERY PLAN 2025/26 – MID-YEAR PROGRESS A report was submitted by the Chief Officer – People and Technology setting out the mid-year progress of the People and Technology Delivery Plan 2025/26. After discussion and having heard the Chief Officer – People and Technology in further explanation, the Committee agreed to note the progress achieved at mid- year. REGULATORY AND REGENERATION DELIVERY PLAN 2025/26 – MID-YEAR PROGRESS A report was submitted by the Chief Officer – Regulatory and Regeneration setting out the mid-year progress of the Regulatory and Regeneration Delivery Plan 2025/26. After discussion and having heard the Chief Officer – Regulatory and Regeneration in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. RESOURCES DELIVERY PLAN 2025/26 – MID-YEAR PROGRESS A report was submitted by the Chief Officer – Resources setting out the mid-year progress of the Resources Delivery Plan 2025/26. The Committee agreed to note the progress achieved at mid-year. CORPORATE SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted 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. The Committee agreed to note the contents of the report which showed that the revenue account was currently projected to underspend against budget by £0.376m (0.94% of the total budget) at the year-end. CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 August 2025. The Committee agreed:- Page 9
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(1) to note the current position of the 2025/26 capital budget for Corporate Services; (2) to note that the project life total was currently on track; and (3) to note the additional capital budget of £0.027m for data strategy (as detailed in paragraph 4.6 of the report). DUMBARTON COMMON GOOD GRANT APPLICATIONS A report was submitted 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. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note that this is year one of the new three-year funding package for the Dumbarton Common Good Fund; (2) that the new approach ensures equity within each category but also prioritises the groups that were rate highest in regard to the impact they will have locally; (3) to note that the total funding available for each of the next three years was £314,000. However, the funding applications significantly exceeded the available funding; (4) that all organisations should receive a percentage share of the available funding, with 80% for those applicants assessed against the criteria as high impact; and 69% for groups assessed against the criteria as medium impact. (5) that a total of £262,607 will be available for three years of recurring grant funding for 2026/27; 2027/28; and 2028/29; and (6) that one-off funding in 2026/27 of £49,937 be shared between the four applicants. However, in subsequent years this funding will be available for new applicants seeking one-off funding; and (7) the following breakdown of awards: Page 10
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Group Priority Applied For Awarded % Awarded £ One Off / Recurring Mentor Scotland High 25,600 80% 20,480 One Off Spectrum Coffee High 15,000 80% 12,000 One Off Lomond ADHD Medium 3,800 69% 2,622 One Off Rock Community Church Medium 21,500 69% 14,835 One Off Total One Off 49,937 WD Community Foodshare High 50,000 80% 40,000 Recurring Bellsmyre Development Trust High 36,000 80% 28,800 Recurring Libraries High 10,000 80% 8,000 Recurring Tullochan Trust High 20,000 80% 16,000 Recurring Bellsmyre Digital Medium 35,600 69% 24,564 Recurring Pipe Band Championship Medium 50,000 69% 34,500 Recurring Scottish Maritime Museum Medium 49,500 69% 34,155 Recurring Council Fireworks Medium 19,000 69% 13,110 Recurring Alternatives Medium 5,000 69% 3,450 Recurring Dumbarton Senior Citizens Medium 10,000 69% 6,900 Recurring Council Christmas lighting Medium 12,000 69% 8,280 Recurring Citizens Advice Bureau Medium 40,000 69% 27,600 Recurring Alcoholics Anonymous Medium 24,997 69% 17,248 Recurring Total Recurring 262,607 Overall Total 312,544 The meeting closed at 4.05 p.m. Page 11
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JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in the Council Chambers, Clydebank Town Hall, Clydebank on Thursday, 11 December 2025 at 2.00 p.m. Present: Councillors David McBride, Lawrence O’Neill, Martin Rooney and Gordon Scanlan; Joe Keegan (SSTA); Michael McCallion (EIS), Audrey McKie (Unison) and Sarah Weed (Unite). Attending: Victoria Rogers, Chief Officer – People and Technology; Gillian Hamilton, Chief Education Officer; Leanne Galasso, People and Change Partner; Clare Murray, HR Advisor; Michael McDougall, Manager of Legal Services (Legal Officer); and Carly Chisholm, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Michelle McGinty, Chris Pollock and Hazel Sorrell; David Scott and John Wagner (GMB), Connor Farmer (Unite); Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Claire Cusick, Senior Education Officer – Services for Children; Margaret Jane Cardno, Head of Strategy and Transformation; Sylvia Chatfield, Head of Mental Health, Addictions and Learning Disabilities; and Louise Hastings, Strategic People and Change Manager. APPOINTMENT OF CHAIR With reference to the Minutes of Meeting of the Joint Consultative Forum held on 18 September 2025, the Trades Union Side confirmed Michael McCallion (EIS), as its nomination for the Chair of the Forum, to serve until September 2026. Accordingly, Mr McCallion assumed the Chair. Mr Michael McCallion 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. ITEM 6 Page 13
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MINUTE OF PREVIOUS MEETING The Minute of Meeting of the Joint Consultative Forum held on 18 September 2025 was submitted and approved as a correct record. EMPLOYMENT RELATIONS MONITORING AND ENGAGEMENT: ANNUAL UPDATE 2024/25 A report was submitted by the Chief Officer – People and Technology providing the annual analysis on employment relations matters and an update on the employee engagement activities for the period 1 April 2024 to 31 March 2025. After discussion and having heard the Chief Officer – People and Technology and People and Change Partner in further explanation and in answer to Members’ questions, the Committee agreed to note the content 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. VALEDICTORY MICHAEL MCDOUGALL, MANAGER OF LEGAL SERVICES Councillor McBride informed the Forum that this would be the last meeting that Michael McDougall, Manager of Legal Services, would attend as he would soon be leaving Council service to return to private practice On behalf of the Forum, Councillor McBride thanked him for his contribution to the Forum and to West Dunbartonshire Council and wished him well. The meeting closed at 2:33 p.m. Page 14
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People & Technology Corporate Services Committee: 4 February 2026 ___________________________________________________________________ Subject: People & Technology Spend 2026-27 1. Purpose 1.1 To provide the Committee with a detailed breakdown of the planned People and Technology (P&T) spend for both capital and revenue, covering new and existing contracts valued above £10,000 and to seek approval to procure and contract for the requisite goods and services. 2. Recommendations 2.1 The Committee is asked to: 2.1.1 note the revenue and capital spend detail included in this report. 2.1.2 note the projects to deliver this spend will be included in the 2026-27 People and Technology Delivery Plan currently in development and to be reported to a future meeting of this committee. 2.1.3 approve the procurement of and award by the Chief Officer Regulatory and Regeneration in consultation with the Chief Officer – People and Technology of all contracts valued at £213,477 (VAT inclusive) and above subject to the cost being within the approved budget and the tender being in line with normal tender parameters. 2.1.4 note, that where the contract award is less than £213,477 (VAT inclusive), authority is delegated to the Chief Officer Regulatory and Regeneration in consultation with the Chief Officer – People and Technology to instruct the award of contracts for the planned revenue and capital spend detailed in this report to suppliers providing the most economically advantageous offer to the Council. 2.1.5 approve the revenue spend included in this report including approval to explore and secure multi-year contracts, contracts using framework agreements and/or contracts using dynamic purchasing systems beyond the term of approved budgets where efficiencies and savings can be achieved. 2.1.6 approve the projects specified in Section 3 of this report; and ITEM 8 Page 15
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3. Background Revenue 3.1 The Council, delegated to the P&T Service, has an annual revenue spend of approximately £3,000,000 that covers a range of ICT goods and services, for example corporate and service applications, telephony lines and licences, network connectivity as well as security and application licences. Appendix 1 details estimated spend over £10,000 per managed system/technology. 3.2 The ICT team consults annually with the Corporate Procurement Unit to refine contract strategies. The breakdown includes: Corporate business applications for the management of processes such as Finance, Housing, Performance and Purchasing. Although the annual maintenance budget for these systems is held by People & Technology (ICT section), the responsibility for the systems and associated contracting lies with the system owners within each service area. The system owners are responsible for granting system access and permissions, data management and security compliance, coordinating upgrades, verifying license and budget requirements, and ensuring the systems continue to meet service strategy and future requirements. ICT assist with licence verification and liaise with service areas to verify application use, licence requirements and to identify if there are opportunities to reduce costs. Infrastructure hardware commodity includes servers, switches, wireless access points, security infrastructure, cabling, telephony infrastructure, storage and multi-function printers and scanners. Education curriculum software commodity is the responsibility of Education, Learning & Attainment with support from the ICT team. The software may be subject, sector or establishment based. The end user hardware commodity includes all PCs, laptops, mobile phones, tablets, and Chromebooks across the Council. The Corporate licenses commodity includes software products such as Microsoft 365 services, ICT helpdesk system, security technologies for scanning, protection, and encryption, as well as device, application, and policy management technologies. The technology is managed by the ICT team on behalf of the Council however licenses can also be purchased by service areas as required. Page 16
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Network commodity includes telephony and network lines. Responsibility for this commodity is dispersed across Council services. 3.3 While many of the annual maintenance and license payments and arrangements have been in place for several years, the category management approach to procurement provides the opportunity to examine spend to deliver improved and/or collaborative approaches. The aim is to secure improved contracts and deliver cashable and non-cashable benefits as well as improved supplier management practices and monitoring. 3.4 Based on experience, the requirements listed below tend to be purchased as cloud services and require additional revenue funding which, consequently, are included in ICT burdens. ICT infrastructure is frequently assessed and upgraded to support the growing demands of the organisation and explore cloud computing options for increased scalability, resilience, flexibility, cost-effectiveness, to identify any savings opportunities and to maximise our current investment. 3.5 As we move into 2026/27, our commitment to delivering a modern, efficient, and empowering digital experience for employees remains at the heart of our ICT strategy. The next phase of modernisation will not only refresh devices across our Corporate and Education estates but also unlock the potential of Artificial Intelligence (AI) hardware built directly into our devices. 3.6 The Council’s existing Cisco telephony infrastructure is approaching end-of-life, presenting both operational risk and an opportunity for modernisation. To address this, the Council has awarded a contract to BT plc via the SWAN2 Value Added Services framework for the delivery of a cloud-based telephony system and a next-generation contact centre solution. Implementation of the solution began during November 25 with an anticipated completion date of May 26. This project aligns with the Council’s digital transformation objectives, enhances resilience, and supports improved citizen engagement. Capital 3.7 The Council continues to make a substantial commitment to improving and securing the ICT infrastructure and processes to support and innovate service delivery transformation through capital investment. 3.8 Table 1 below is an excerpt from the 10-year capital plan as agreed by Council in March 2025 and includes the following recurring ICT capital budget for 2026/27. Table 1 – Existing Agreed ICT 1-Year Capital Plan Capital allocation 2026/27 Page 17
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ICT Security & Resilience £387,000 ICT Modernisation £459,000 Total £841,000 3.9 The scope for each project will include some flexibility, allowing for spend on smaller value works via the appropriate procurement route. Where possible and where opportunities arise, officers aim to secure match funding from external sources i.e., Microsoft funding to assist with implementation of Copilot 365. The investment projects for capital spend are detailed in Table 2 below. ICT will consult with Corporate Procurement unit to ensure the correct procurement route is followed for each spend project. 3.10 Some of the ICT capital spend may have revenue implications and this will be managed through future revenue planning and based on the actual spend. Table 2 – Proposed Projects ICT Capital Spend 2026-27 Description Capital (Est) ICT Security & DR, Resilience £387,000 1. Replace Ageing Infrastructure Hardware 2. Security Compliance remediation 3. Security Resourcing - multi-year consultancy services 4. Internal ICT resource recharges 5. Security Patching Improvements 6. Cisco Enterprise Agreement £94,000 £70,000 £23,000 £90,000 £20,000 £90,000 ICT Modernisation £459,000 1. Chromebooks Device replacement: (laptops, PCs, chromebooks and mobile phones for both Corporate and Education) 2. Resources to Support a range of corporate projects. £336,000 £123,000 Total £846,000 3.11 Device replacement ICT will undertake the annual device review project for PCs, laptops and mobile phones that are reaching end of life and or 5-year refresh point as per the ICT Strategy 2023-28. These items are purchased from nationally agreed frameworks and the overall spend is detailed in Table 2. The supplier has increased the lifespan of Chromebooks; therefore, no devices are required to be replaced during 26/27. However, there are a significant volume of Chromebooks due to be replaced in 27/28. 3.12 Infrastructure Hardware Replacement ICT will undertake an annual review of all infrastructure hardware such as Page 18
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Wi-Fi access points, servers, switches and firewalls to refresh ageing hardware and ensure it is up to date, secure and remains in line with technological advances. Investment in this area enabled the Council to install new modern firewalls during January 25 which strengthened network security. This work will continue during 2026/27 as part of our commitment to maintaining safe digital services. All hardware is purchased via nationally agreed frameworks to achieve best value and the overall spend detailed in Table 2. 3.13 Microsoft 365 The council has invested heavily in 365 cloud services and has made considerable progress on associated projects throughout 2025/26 with corporate services and partners migrating to 365 email, SharePoint and One Drive. The main deliverable during 2026 is to complete the migration project by implementing this technology for services including Finance, Housing, HSCP, West Dunbartonshire Leisure trust and Education establishments including enabling One Drive access for high school pupils. 3.14 Artificial Intelligence (AI) The Council continues to embrace modern technology and advance digital transformation by deploying Copilot Chat, a secure AI-powered assistant that streamlines tasks through contextual support, automation, and quick data analysis. Building on this technology, the next phase will introduce Copilot 365, delivering deeper integration across Microsoft 365 applications such as SharePoint, Teams, Outlook, and the Office suite. A limited trial will be conducted for selected employees to assess benefits and manage additional licensing costs. Subject to a successful pilot, further investment and rollout will be considered for service areas with the greatest potential for time savings. Any additional capital investment, including large scale security configuration, will follow the Council committee approval processes to ensure compliance and deliver best value. 4. Main Issues Procurement 4.1 Consideration will be given to multi-year contracts, and contracts using framework agreements and/or contracts using dynamic purchasing systems where recurring capital/revenue budget has been approved and where this would deliver efficiencies. Where recurring revenue is approved on a yearly basis, consideration will be given to multi-year contracts, and contracts using framework agreements or contracts using dynamic purchasing systems. The authority sought in Paragraph 2.1, to include the option to enter such multi-year contracts beyond the second year for those items listed in Section 3 and the appendix to this report. Page 19
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4.2 The contract strategies for each of the revenue and capital projects will continue to be developed on a project-by-project basis and will include consideration of market testing existing collaborative framework or collaborative purchasing system, running mini competitions, e-auctions, direct awards as well as full tender processes. 4.3 Protecting Our Digital Future: Strengthening Cyber Security in the Council 4.3.1 As our reliance on digital technology continues to grow, so too does the importance of protecting the systems and data that support vital council services. Local government is increasingly a target for cyber threats, and we are committed to staying ahead of these risks. The Council has made significant investments in cyber security, both in technology and in training for our employees to safeguard sensitive information and ensure the continuity of services that citizens rely on every day. This includes protecting personal data and the digital infrastructure that underpins all council services technology. 4.3.2 The Council are also exploring new technologies, including Artificial Intelligence (AI), to enhance our cyber resilience. AI offers powerful tools to detect threats faster, respond more effectively, and reduce the risk of human error. At the same time, we are carefully considering the risks that AI itself can introduce, and how to manage them responsibly. 4.3.3 Looking ahead, we are preparing for the next generation of cyber security regulations and compliance standards. By continuing to invest in secure systems and smart technologies we aim to build a safer, more resilient digital environment for everyone. Our vision is to create a secure, adaptive, and collaborative environment where technology empowers employees to improve service delivery for our citizens, and without compromising integrity, privacy, or public confidence. 4.4 Technology Dependence The council faces rapid technological change alongside ongoing budgetary and resource constraints. Demand for ICT services continues to grow, driven by: Rising citizen expectations for digital access and efficient services Financial pressures requiring cost-effective solutions Strategic transformation objectives across all service areas Employees increasingly rely on technology to deliver services effectively and support continuous improvement. To meet these challenges, continued investment in modern, innovative, and secure technology is essential, despite external pressures. This commitment will: Ensure the effective use of digital tools Page 20
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Support innovation and transformation Empower employees to enhance service delivery Safeguard service resilience and security 4.5 The financial resources to deliver this technology are included in section 3 of this report, such as: Data and bandwidth demand increasing – e.g., surge in SharePoint access and MS Teams video meetings, device updates, data backups and migration to cloud services for telephony and 365 solutions. Cyber security where increased sophisticated threats and risk in the security landscape require continuous investment in both technology and employees. Services exploring and implementing digital transformation. Embracing modern technologies e.g., Artificial Intelligence and Automation. Software licences e.g., as services move to cloud hosted systems and increased cost of subscription licences. Device replacement e.g., as schools aim for a 1:1 device per pupil ratio. 4.6 ICT licensing is increasingly being offered as cloud/hosted subscription-based licensing model and this change of delivery mechanism is driving change to the current funding profile for ICT goods and services. In addition, suppliers are now reducing on premise system support and forcing customers to use cloud hosted system at increased cost. This change means expenditure is transitioning from a mixture of capital and revenue budgets to a need for a revenue only budget. ICT will continue to collaborate with resources colleagues to monitor this transition and continue to ensure the Council follows a cloud appropriate strategy and to improve resilience where possible. 4.7 Digital Transformation The Council is currently in year 3 of the People First Strategy which encompasses digital, engagement, learning and development, wellbeing, and workforce planning. To deliver this work, ICT and the Digital teams are aligned and collaborating closely with both teams engaged in work being undertaken at a national level to support Digital transformation. It is evident that without ongoing investment in both digital solutions and the workforce skills and mindset required to realise the benefits of the technology, the ability to harness opportunities for efficiencies and service delivery transformation will be limited. Digital transformation is at the heart of sustainable public services moving forward and in order to ensure that the technological infrastructure and skills required to use that infrastructure effectively, digital change and transformation programmes must be prioritised. Page 21
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4.7.1 Key areas for the coming year will be the continued roll out of Microsoft 365, where both teams will work jointly to support services with sound structures and best practice as they migrate to M365 collaboration services (MS Teams, SharePoint and OneDrive). Alongside this, the Digital team have now started work undertaking Fit for Future reviews on key corporate processed. These processes have an impact across the Council and provide an opportunity, not just to streamline a large process, but also an opportunity for the organisation to feel the benefit of digital transformation. 4.7.2 In addition, work to build the data skills and knowledge in the Council continues with quarterly digital themes and the promotion of learning opportunities available through Scottish Government’s Digital Skills Academy. This is being complemented by the development of a Data Strategy which will provide the foundations needed to ensure that data is used as a strategic asset in the Council and leveraged to inform decision making and ensure that the insights gained from data within the Council are meaningful and evidence based. 4.7.3 With the focus of Fit for Future moving to corporate processes, the development of a Data Strategy and ongoing work in developing data skills and awareness as well as the delivery of service design training and the roll out of new digital tools, the Digital and ICT Teams will be working to create an environment where people are enabled to be experimental in their ways of working. This curiosity and strengthened skills set will support the workforce in realising the benefits of digital transformation and continued delivery of services during a challenging time. 5. People Implications 5.1 There is the potential for reduction in available resources which may impact the Council’s ability and capacity to continuing providing appropriate support levels and deliver spend projects in the anticipated timeframe. 5.2 The ICT team has an established review and service improvement process to ensure resources are allocated to the highest priority work. 5.3 Several identified projects will involve activities such as design, implementation, skills transfer, project consultancy services, and training. These projects require specialist knowledge to successfully introduce modern technologies, for example, the deployment of Microsoft Copilot 365. As part of these initiatives, ICT employees will receive training and gain hands-on experience, knowledge, and skills. This approach ensures that employees can effectively manage, support, and further develop these technologies in the long term. 6. Financial and Procurement Implications Page 22
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6.1 Existing Framework Agreements or Dynamic Purchasing System will be used where they have proven to demonstrate best value and where practical. Revenue budget is in place for all licenses and maintenance spend identified in the Appendix. This, plus an inflationary increase, is included within the draft revenue budget for 2026-27 (subject to Council approval in March 2026). 6.2 The ICT and Corporate Procurement teams engage with service areas when introducing new ICT systems so that technology, procurement, and security issues can be identified during the procurement and evaluation stages and prior to contract signing. This early engagement approach also helps identify potential savings and spend opportunities so that these can be included in future budget processes. 6.3 The cost estimates for capital spend are based on high level research and may vary but will remain within the capital plan due for approval by Council in March 2026 as outlined in Table 2. The projects specified can be scaled up or down. 6.4 All procurement activity conducted by the Council for spend valued from £213,477 (VAT inclusive) is subject to contract strategy. The contract strategy shall include but not be limited to; options appraisals, contract scope, service forward plan, market condition, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Some of the options considered include for example: 7. Risk Analysis 7.1 There is a risk that the capital project actual costs may exceed the capital project estimates as detailed in Table 2. This risk will be mitigated by a range of contract strategy options being explored as well as building scalability into the tender for example reducing the number of devices being replaced or specification of the device. Ongoing regular Budgetary Control Reporting will provide information on any significant adverse variance in cost and mitigating actions available. 7.2 ICT equipment prices in the short term are stabilising. However, in the long-term prices are anticipated to increase due to component price increases and suppliers including AI hardware built into computers. Any price increases will impact project spend and volume of devices able to be purchased and this may result in ICT unable to meet our agreed 5-year device refresh strategy. 7.3 Linked to Strategic Risks: SR04 Keeping Abreast of Developments in the Innovative Use of Technology; and SR08 Threat of Cyber Risk ensure visibility and scrutiny through Audit Committee. 7.4 ICT employee numbers has reduced over recent years and will reduce again in 2026/27 as part of the Council’s budget savings. This trend is increasing our Page 23
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dependency on external suppliers/consultancies for specialist activities (projects, upgrades, complex incident resolution). As the service loses resources with specialist skillsets, there is a high likelihood that expected service levels will become unsustainable, causing more frequent and longer ICT disruptions. These disruptions would have widespread, cross-Council impact on front-line services that citizens rely on. 8. Equalities Impact Assessment (EIA) 8.1 A full screening (EIA 1348) has been conducted and there is no impact on any group for any of the technology spend plans. 8.2 The annual device replacement project will continue to include delivery of specialist ICT equipment/adaptations for employees and pupils with additional support needs as required. This will also apply where public access devices are being replaced. The procurement process will be conducted in line with the Council’s procurement and equality guidance, and implementation planning will consider equality issues. 9. Environmental Sustainability 9.1 ICT is committed to sustainable technology to lessen energy consumption, carbon emissions, enhance resource management, and decrease the amount of technology waste produced. In accordance with council contract strategy development and the Scottish Government Sustainability toolkit, the council will explore sustainability opportunities in all tenders. Contract strategies for individual projects will consider a range of sustainability issues including the environmental implications of ICT equipment and services. 10. Consultation 10.1 Legal, CPU, Education and the Section 95 Officer have been consulted on the content of this paper. It was not necessary to consult with our Trades Union colleagues on this report. However, the Council’s ICT strategy and activity is discussed with the Convenors group where required. 11. Strategic Assessment 11.1 High quality ICT equipment and services contribute to the Council’s 2022-27 strategic objectives to ensure our workforce is resilient and skilled where digital technology supports service delivery for our citizens; and all employees are provided with the technology needed to do their job effectively. 11.2 ICT is part of the People and Technology service and annual spend plans have been developed in support of the Council’s core strategic ambitions across Page 24
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business service areas as reflected in the Council Strategic 5-year plan 2022-27 and ICT Strategy 2023-2028. 11.3 The planned capital spend on improved security, resilience and modern technology ensures that a fit for purpose and secure ICT environment that supports all the Council service areas to deliver on their strategic objectives. 11.4 The ICT contracts will contribute to delivery of the Council’s strategic priorities through the development of robust contract strategies which will explore the inclusion of community benefits which improve economic growth and employability. Further opportunities to maximise the positive social, economic, and environmental impact for West Dunbartonshire Council through the contracts will also be explored. Name: Victoria Rogers Designation: Chief Officer - People and Technology Date: 9th January 2026 Person to Contact: James Gallacher, Manager of ICT, 07531184141 Appendix: ICT Estimated Revenue Spend over £10,000 per System Background papers: EIA ICT Strategy 2023-28 Wards Affected: All Page 25
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Appendix 1 – Estimated Annual Revenue Spend over £10,000 (based on 2025-26) Microsoft Enterprise Agreement Licences Phoenix 31.12.2028 £631,200 Wide Area Network SWAN 2.0 01.02.2033 £186,700 Social Work Case Management & Scheduler OLM 31.03.2026 £134,700 Cloud Telephony System BT 01.12.2030 £120,000 Integrated Housing Management System Aareon UK 07.02.2027 £115,100 Education MIS SEEMIS 02.05.2026 £105,500 Remote Access BT 31.12.2026 £97,000 M365 Education licenses Phoenix 01.07.2026 £83,500 Revenue & Benefits Northgate 31.03.2026 £79,600 Automation Software UI Path 01.02.2027 £74,400 Leisure Management MRM Gladstone 01.11.2026 £68,400 365 Cloud Backup Barracuda 31.10.2026 £67,800 Electronic Document Management Civica 31.03.2026 £57,800 Various/ Amalgamated Housing Benefits and Allocations Civica 31.03.2026 £57,800 Online Forms Granicus 30.11.2026 £49,000 Vulnerability Management Qualys Computacenter 24.12.2026 £39,500 Firewall Support BT 12.05.2029 £37,000 Planning & Building Uniform System IDOX 31.03.2026 £35,900 Job Costing CIS Core Accuris 30.01.2026 £32,600 Employability Case Management Advice Pro ACM 30.03.2026 £32,400 Security Filtering Management Infosec 04.06.2026 £31,900 Roads – Lighting, Collision, Flood Mgmt. WDM Various dates £31,400 Library Management Spydus Civica 1.12.2029 £29,100 Energy Management Navigator Inspired 01.04.2026 £27,500 Local Government Digital Transformation Scottish Gov. 31.03.2026 £27,400 Virtual Server Environment Support Phoenix/VMware 22.12.2025 £27,300 Corporate Arrears System Merchant 31.05.2026 £26,900 Flare Environmental Services Civica 31.03.2026 £26,900 GGP GIS software ESRI 31.03.2026 £26,700 Workforce Management Frontier 07.10.2026 £26,000 Freshservice ICT Service Desk Softcat 28.02.2026 £25,900 Backup Management Insight 31.12.2028 £25,800 Asset Management CIPFA 30.04.2026 £24,300 Performance Management system Ideagan 30.04.2026 £21,600 Server Maintenance Park Place 02.09.2026 £20,500 Election Management Avantguard IDOX 28.02.2026 £20,100 Page 26
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Vehicle Management Fleetmaster Trapeze UK 31.03.2026 £19,700 Education Gateway Glasgow C.C 06.06.2026 £17,600 Council Website Support Brace Digital 31.10.2026 £15,600 ORACLE ULA Oracle 05.04.2026 £14,800 ORBIS Northgate/NEC 31.03.2026 £14,800 Device Security Management Antivirus IT Bus Ltd. 26.06.2026 £13,900 Agresso support Hennessy IT 31.05.2027 £13,500 NBS Building RIBA 31.12.2028 £12,400 Housing Homeless database AVD 31.03.2026 £12,300 Health & Safety system Figtree 14.07.2026 £12,200 Council Meetings System Astech 30.04.2026 £11,900 Phishing simulation and training platform Metacompliance 11.06.2026 £11,800 Resource Booking System Omnijo 31.03.2026 £10,700 Page 27
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 4 February 2026 ___________________________________________________________________ Subject: The Provision of Managed Work for Housing Benefit and Council Tax Reduction 1. Purpose 1.1 The purpose of this report is to seek Committee approval to procure the provision of managed work associated with the processing of Housing Benefit and Council Tax Reduction claims. 2. Recommendations 2.1 It is recommended that the Committee approves the procurement of the managed work associated with the processing of Housing Benefit and Council Tax Reduction for a 2 year period with the option on the Council’s part to extend for a further 2 x 12 month period subject to continued funding from Department for Work and Pensions as per paragraph 4.2 of this report. 3. Background 3.1 The Council processes Housing Benefit and Council Tax Reduction claims and change of circumstances for claimants in our area that require assistance towards their rent and/or council tax. 3.2 The impact of welfare reform and other UK Government initiatives has resulted in an increase in demand and workload for the teams involved in processing these claims and changes of circumstances. 3.3 The performance of the Council in relation to processing time for new claims and change of circumstances is monitored extremely closely by the Department for Work and Pensions and is subject to both internal and external audits. It is also essential to point out that timely processing of Housing Benefit and Council Tax Reduction is critical to the Council maximising its rent and council tax collection. 3.4 On 8 September 2021, the Committee approved the tender for the provision of managed work for Housing Benefit and Council Tax Reduction with an annual spend up to £75,000 which is currently in the final year of the contract. 4. Main Issues 4.1 It was anticipated that councils would see a reduction in caseload due to the introduction of Universal Credit however this has not been the case as the ITEM 9 Page 29
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workload has increased due to the additional work required to obtain and process Council Tax Reduction claims from Universal Credit claimants. 4.2 The Department for Work and Pensions is providing Councils with new burdens funding on an annual basis and the intention is to use the new burdens funding towards the managed work contract up to £60,000 per year. At this point it is anticipated that this funding will continue to be available for the next 4 years, however any change, i.e. reduced levels of new burdens funding from Department for Work and Pensions, could lead to reductions in the scale of the managed work contract used each year. 4.3 The use of a managed work contract allows the section to manage the demands of the service, assisting with reduction in staff because of turnover and sickness absence/maternity leave, whilst maintaining performance at expected levels. Housing Benefit and/or Council Tax Reductions applications or change of circumstances are allocated to the company, who process these in line with legislation requirements in the same way a member of the Revenues and Benefits team would. 4.4 It is anticipated that in any single financial year no more than £60,000 would be required and any use of this external resource would be a last resort and used only as necessary. 5. Options Appraisal 5.1 Consideration has also been given to realigning the Revenues and Benefits team (moving staff) between the three areas i.e. Housing Benefits, Council Tax and Corporate Debt. Whilst there are some similarities between Housing Benefits and Council Tax there are differences which will require a level of training if staff are moved to Housing Benefits and movement of staff would also impact on Council Tax performance, which would not be acceptable. In relation to Corporate Debt, the work is very different from Housing Benefits team and would require full training and this would impact the monies brought in by this team in terms of Rent, Council Tax and Sundry debt. Therefore, this was ruled out as a viable option. 6. People Implications 6.1 There are no people implications. 7. Financial & Procurement Implications 7.1 The Department for Work and Pensions provides funding to mitigate the welfare reform changes which will be used to fund this along with the budget held until vacant posts are filled. There will therefore be no additional cost to the Council. 7.2 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The contract strategy for the provision of Page 30
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managed work for Housing Benefit and Council Tax Reduction will be produced by the Corporate Procurement Unit in close consultation with Revenues and Benefits officers. The contract strategy shall include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 7.3 The provision of managed work for Housing Benefits and Council Tax Reduction will contribute to delivery of the Council strategic priorities through continuing to provide high quality Housing Benefit and Council Tax Reduction services and support individuals, families and carers live independently and with dignity by ensuring Housing Benefit and Council Tax Reduction claims and change of circumstances are processed efficiently and accurately. 8. Risk Analysis 8.1 The Department for Work and Pensions no longer set national targets however they monitor the speed of processing new claims and change in circumstances performance on a quarterly basis. If there is an increase in the processing times, the Department for Work and Pensions Performance Development Team will contact the Council to discuss this and would be placed on performance monitoring framework. Failure to improve, could result in intervention by the Performance Development Team and there could be a financial risk to the Council in terms of lost subsidy. Any processing delays can result in overpayments of benefit which require to be recovered and impact the subsidy levels received from Department for Work and Pensions. 9. Equalities Impact Assessment (EIA) 9.1 An equalities screening carried out did not identify any equality considerations. 10. Consultation 10.1 The views Procurement and Legal Services have been requested on this report and have advised there are neither any issues nor concerns with the proposal. 11. Strategic Assessment 11.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. Page 31
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…………………………………………… Laurence Slavin Chief Officer - Resources Date: 12 January 2026 Person to Contact: Ryan Chalmers, Section Head, Church Street, Dumbarton. Email: ryan.chalmers@west- dunbarton.gov.uk Appendices: None Background Papers: Report to Corporate Services Committee, 8 September 2021 Wards Affected: All Council wards. Page 32
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 4 February 2026 ___________________________________________________________________ Subject: Write-off of National Non-Domestic Rates 2025/26 1. Purpose 1.1 The purpose of this report is to recommend for approval the write-off of debts in respect of National Non-Domestic Rates (NNDR), which have been deemed as irrecoverable during the financial year 2025/26. 2. Recommendations 2.1 It is recommended that the Committee approve the write-off of NNDR accounts totalling £150,933.73. 3. Background 3.1 The NNDR is a national rate of non-domestic properties and is determined each year by the Scottish Parliament. All local authorities collect the rates and the monies collected are pooled into a national central fund. The Scottish Government allocates a grant to each authority from this fund through the Local Government Finance settlement. The Council’s annual billing amount for NNDR in 2024/25 is £92.2M (including utility charges). In 2024/25 the Council collected 98.09% 3.2 The grant distribution formula used by the Scottish Government has regard to the amount of NNDR collectable by each local authority. The Council makes an annual return to the Scottish Government detailing the amounts collected for each year. Included in this return is a note of any amounts written off as uncollectable. As such, NNDR collected by a local authority represents a receipt of grant income. Specific debts deemed uncollectable are written off and the reduction in NNDR collected locally is compensated for in future grant settlements. 3.3 Financial Regulation D4 gives the Chief Officer - Resources authority to write- off individual debts up to £5,000. The Chief Officer - Resources is required to seek the approval of Members prior to writing off any debt in excess of £5,000. 3.4 A report is submitted annually to Committee seeking approval for write-off of irrecoverable debts. The write-offs are not specific to any one year but instead are the debts which have been deemed irrecoverable during 2025/26. ITEM 10 Page 33
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3.5 The table below shows the distribution of the recommended write off over the years from which the debts were originally raised. Write off can be due to a number of reasons, for example, a company has ceased trading or a review of outstanding cases has now deemed that the debt is irrecoverable. Financial Year Debt Created Value of write-off 2021/2022 £21,635.32 2022/2023 £54,605.11 2023/2024 £51,000.37 2024/2025 £23,692.93 Total £150,933.73 3.6 Where a company has ceased trading through liquidation or administration the Council formally submits a claim to the trustee up to and including the date of liquidation/administration. At this stage the Council would propose this amount for write off. In such cases the Council is classed as an unsecured creditor (i.e. secured creditors are organisations such as HMRC and Banks) and in these cases it is extremely unlikely that any recovery of the outstanding monies will be received in full: generally low or nil recovery is the outcome. If such a recovery was received this would be credited to the rates account and the write off to this value reversed or reduced. 4. Main Issues 4.1 Debts totalling £150,933.73 are submitted for write off. Non-collection of debts and request for write off is due to the businesses being liquidated, dissolved or administration. The following table identifies the reasons for NNDR write off in more detail. Reason Alexandria Clydebank Dumbarton Grand Total Administration £0.00 £0.00 £0.00 £0.00 Dissolved £0.00 £131,069.60 £5,642.34 £136,711.94 Liquidation £0.00 £14,221.79 £0.00 £14,221.79 Total £0.00 £145,291.39 £5,642.34 £150,933.73 The attached appendix provides details of the individual debts involved. Since all these are limited companies, details and corresponding addresses have been provided. 4.2 Although the debts are treated as written off, should any circumstances change whereby debts can be collected, the Council will pursue them. 5. People Implications 5.1 There are no people implications. Page 34
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6. Financial and Procurement Implications 6.1 The NNDR debts written off totalling £150,933.73 will be notified to the Scottish Government NNDR pool for reimbursement. There are no Procurement implications. 7. Risk Analysis 7.1 The grant distribution formula adopted by the Scottish Government assumes the Council will collect NNDR liabilities. If sums deemed uncollectable are not notified to the Scottish Government, this will have an adverse effect on the Council’s cash flow. Prudent financial accounting practice also requires that uncollectable debt should be written-off in a timely manner. 8. Equalities Impact Assessment 8.1 No significant issues were identified in a screening for potential equality impact of this measure. 9. Consultation 9.1 Consultation has taken place with Legal Services and there are neither any issues nor concerns with the proposal. 10. Strategic Assessment 10.1 The write off of uncollectable NNDR debts forms part of the financial governance of the Council. Sound financial practice and budgetary control are imperative to assist with the governance of the Council and support officers of the Council in achieving the five strategic priorities. Laurence Slavin Chief Officer - Resources Date: 7 January 2026 Person to Contact: Ryan Chalmers, Section Head Church Street, Dumbarton. Email: ryan.chalmers@west-dunbarton.gov.uk Appendices: Details of debts for write-off Background Papers: None Page 35
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Wards Affected: All Council Wards. Page 36
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Notes: Administration Going into Administration under insolvency legislation effectively means a company is being taken under the management of a court appointed administrator – who must be a licensed insolvency practitioner - appointed by the courts, creditors, or company directors, where they are required to act in the best interest of the insolvent company. Dissolved Where a limited company has been dissolved or struck off it legally closes and is removed from the Register at Companies House where there are reasonable grounds to believe that no business is being carried on. Dissolution officially ends a business owner’s continued responsibility for taxes, debts and other commitments. Liquidation The process of Liquidation is when a company is either at or near to the end of its life and the remaining assets need to be liquidated for distribution to creditors and shareholders. The role of the liquidator is to maximise the realisation of assets of the company. Once the assets have been realised and if sufficient cash has accumulated then the job of the Liquidator is agree all creditors’ claims and to pay dividends accordingly. Sheriff Officers When the Council has exhausted our in-house arrears procedures the debt is passed to our Sheriff Officers for collection. The Sheriff Officers will attempt to collect the debt using a variety of approaches and solutions which are appropriate to each individual case. In certain cases the Sheriff Officer will submit to WDC a write-off pro forma, advising all avenues have been exhausted and irrecoverable in collecting the rates and recommending write-off along with a brief background. Page 37
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Appendix 1 2021/2022 Write-Off List Balance for Reference Number Name Address Write-Off Reason 37030310152230 JRCSC LTD THE CHANDLERS, 2 KILBOWIE ROAD, CLYDEBANK, G81 1TH £21,635.32 DISSOLVED Total £21,635.32 2022/2023 Write-Off List Balance for Reference Number Name Address Write-Off Reason 37029452102335 BERNIES BAR LTD MOUNTBLOW BAR, 832 DUMBARTON ROAD, CLYDEBANK, G81 4BS £10,189.03 DISSOLVED 37030310152336 JRCSC LTD THE CHANDLERS, 2 KILBOWIE ROAD, CLYDEBANK, G81 1TH £24,924.90 DISSOLVED 37035258222333 DESIRE CLYDEBANK LTD 29 SYLVANIA WAY, CLYDEBANK, G81 2RR £19,491.18 DISSOLVED Total £54,605.11 2023/2024 Write-Off List Balance for Reference Number Name Address Write-Off Reason 37029452102432 BERNIES BAR LTD MOUNTBLOW BAR, 832 DUMBARTON ROAD, CLYDEBANK, G81 4BS £11,942.75 DISSOLVED 37030310152433 JRCSC LTD THE CHANDLERS, 2 KILBOWIE ROAD, CLYDEBANK, G81 1TH £21,090.30 DISSOLVED 37035258242438 DESIRE DUNBARTONSHIRE LTD 29 SYLVANIA WAY, CLYDEBANK, G81 2RR £11,667.62 DISSOLVED 37104918032437 BURNS INTERIOR DESIGN LTD CARUS HOUSE, 201 DUMBARTON ROAD, CLYDEBANK, G81 4XJ £6,299.70 LIQUIDATION Total £51,000.37 2024/2025 Write-Off List Balance for Page 39
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Reference Number Name Address Write-Off Reason 37002244112538 MITCHELLS FUNERAL DIRECTORS 141 HIGH STREET, DUMBARTON, G82 1LE £5,642.34 DISSOLVED 37035258242535 DESIRE DUNBARTONSHIRE LTD 29 SYLVANIA WAY, CLYDEBANK, G81 2RR £10,128.50 DISSOLVED 37104918032534 BURNS INTERIOR DESIGN LTD CARUS HOUSE, 201 DUMBARTON ROAD, CLYDEBANK, G81 4XJ £7,922.09 LIQUIDATION Total £23,692.93 Page 40
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 21 January 2026 Subject: Corporate Services Revenue – Budgetary Control Report to 31st October 2025 (Period 7) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 October 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 £0.138m (0.34% 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 The revised 2025/26 revenue budget presented to Committee in November was £40.127m. Since then, changes worth £0.102m have been agreed to the budget which revises the 2025/26 budget as follows: £m Revised budget as at Period 5 40.127 Transfer of School Crossing Patrollers 0.099 Minor budget movements between committees. 0.003 Revised budget as at Period 7 40.229 ITEM 11 Page 41
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4. Main Issues Service Delivery Position (£0.138m Favourable) 4.1 The summary report at Appendix 1 highlights a projected favourable variance (underspend) against Corporate Services of £0.138m (0.34% 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 5 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 Variance at Period 5 (0.376) Movement in Variance Citizens, Culture and Facilities: Catering - Increased employee, transport and Supplies/Service Cost Facilities Assistants – Increased employee and Supplies/Service Cost Other service movements less than £50k 0.164 0.085 (0.008) 0.241 Resources: Revs & Benefits – Increased cost for 3rd party admin for Social Welfare Fund Office Accommodation – Non Domestic Rates higher than budgeted Other service movements less than £50k 0.026 0.020 0.009 0.055 People & Technology: Other service movements less than £50k (0.013) (0.013) Regulatory and Regeneration: Other service movements less than £50k (0.045) (0.045) Period 7 underlying favourable variance (0.138) Earmarked Reserve Position 4.3 Services are anticipating the use of £0.891m (Period 5: £0.892m) 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 £1.527m is shown within Appendix 5. Current indications show that £1.377m is on target to be achieved. Page 42
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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 Other than the financial position noted above, there are no financial or procurement implications from this budgetary control report. 8. Risk Analysis 8.1 The main 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: 21 January 2026 __________________________________________________________________ Page 43
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Person to Contact: Carol Alderson. Finance Manager Council Offices, Church Street, Dumbarton 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 – Service Summaries; Appendix 3 - Analysis of Revenue Variances over £50,000; Appendix 4 - Earmarked Balances Appendix 5 - Monitoring of Efficiencies Background Papers: Ledger output – Period 7 General Services Revenue Estimates 2025/26 Wards Affected All Wards Page 44
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REVENUE BUDGETARY CONTROL 2025/26 APPENDIX 1 CORPORATE SERVICES SUMMARY PERIOD END DATE 31 October 2025 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend Annual RAG Status £000 £000 £000 £000 % £000 £000 Audit 291 119 292 1 0% 0 1 Finance 1,538 791 1,723 185 12% 152 33 Rent Rebates & Allowances 2,201 4,119 2,201 0 0% 0 0 Revenues & Benefits 2,424 1,669 2,917 492 20% 427 65 Finance Service Centre 437 217 460 23 5% 26 (3) Cost of Collection of Rates (29) 0 (29) 0 0% 0 0 Cost of Collection of Council Tax (1,072) (175) (1,077) (5) 0% 0 (5) Central Admin Support 2,602 1,402 2,517 (84) -3% 0 (84) Procurement 605 331 615 10 2% 0 10 Democratic and Registration Service 1,609 837 1,572 (38) -2% 0 (38) Environmental Health 575 225 526 (48) -8% 0 (48) Licensing (221) (172) (215) 6 3% 0 6 Legal Services/Trading Standards 885 472 836 (49) -5% 0 (49) Planning 557 137 569 12 2% 52 (40) Transactional Services 902 509 926 24 3% 0 24 Strategic People and Change 1,863 1,024 1,905 42 2% 27 16 Information Services 5,092 3,698 5,090 (2) 0% 0 (2) Legal Fees & Settlement 0 12 12 12 0% 12 0 Communications & Marketing 277 165 285 7 3% 0 7 Citizen Services 1,386 644 1,352 (34) -2% 0 (34) Performance & Strategy 241 129 240 (2) -1% 0 (2) Clydebank Town Hall 339 187 335 (4) -1% 0 (4) Office Accomodation 1,195 1,414 1,300 105 9% 0 105 Libraries 1,833 1,037 1,803 (30) -2% 0 (30) Arts and Heritage 306 132 219 (87) -28% 0 (87) Catering Services 5,095 2,958 5,432 337 7% 0 337 Building Cleaning 2,128 1,172 2,066 (62) -3% 0 (62) Building Cleaning PPP (95) 68 (127) (32) 34% 0 (32) Facilities Assistants 2,739 1,354 2,560 (179) -7% 0 (179) Facilities Management 305 315 434 129 42% 150 (21) Leisure Management 4,094 2,885 4,120 26 1% 45 (19) Events 28 68 20 (8) -30% 0 (8) School Crossing Patrollers 99 60 105 6 6% 0 6 40,229 27,802 40,982 753 1.87% 891 (138) Total Net Expenditure Service / Subjective Summary Variance 2025/26 Page 45
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status £000 £000 £000 £000 % £000 £000 Employee 32,197 16,977 31,452 (745) (2%) 27 (772) Property 2,280 1,530 2,406 126 6% 0 126 Transport and Plant 3,512 2,657 3,535 23 1% 0 23 Supplies, Services and Admin 3,728 2,122 4,540 813 22% 669 143 Payments to Other Bodies 37,762 18,662 37,794 31 0% 45 (14) Other (300) 0 (150) 150 (50%) 150 0 Gross Expenditure 79,179 41,948 79,577 398 1% 891 (493) Income (38,950) (14,147) (38,595) 355 1% 0 355 Net Expenditure 40,229 27,802 40,982 753 2% 891 (138) £000 £000 £000 £000 % £000 £000 Employee 341 145 341 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 3 3 3 0 3% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 344 148 344 0 0% 0 0 Income (53) (29) (52) 1 2% 0 1 Net Expenditure 291 119 292 1 0% 0 1 £000 £000 £000 £000 % £000 £000 Employee 1,589 866 1,614 25 2% 0 25 Property 0 0 0 0 0% 0 0 Transport and Plant 50 (1) 57 7 15% 0 7 Supplies, Services and Admin 2 3 154 152 7006% 152 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,641 867 1,826 185 11% 152 33 Income (103) (76) (103) 0 0% 0 0 Net Expenditure 1,538 791 1,723 185 12% 152 33 £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 32,426 14,906 32,426 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 32,426 14,906 32,426 0 0% 0 0 Income (30,225) (10,787) (30,225) 0 0% 0 0 Net Expenditure 2,201 4,119 2,201 0 0% 0 0 £000 £000 £000 £000 % £000 £000 Employee 1,981 1,114 2,039 58 3% 0 58 Property 2 0 2 0 0% 0 0 Transport and Plant 30 11 31 1 2% 0 1 Supplies, Services and Admin 855 818 1,331 476 56% 427 49 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,867 1,943 3,403 535 19% 427 108 Income (443) (274) (486) (43) (10%) 0 (43) Net Expenditure 2,424 1,669 2,917 492 20% 427 65 Service Summary Variance 2025/26 All Services Audit Finance Rent Rebates & Allowances Revenues & Benefits 31 October 2025 Page 46
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 407 222 404 (3) (1%) 0 (3) Property 0 0 0 0 0% 0 0 Transport and Plant 49 17 49 0 0% 0 0 Supplies, Services and Admin 42 42 71 29 70% 26 3 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 498 281 525 26 5% 26 0 Income (61) (64) (64) (3) (5%) 0 (3) Net Expenditure 437 217 460 23 5% 26 (3) £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 3 0 3 0 0% 0 0 Supplies, Services and Admin 89 0 89 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 91 0 91 0 0% 0 0 Income (120) 0 (120) 0 0% 0 0 Net Expenditure (29) 0 (29) 0 0% 0 0 £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 44 44 44 0 0% 0 0 Supplies, Services and Admin 30 15 30 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 74 59 74 0 0% 0 0 Income (1,146) (234) (1,151) (5) (0%) 0 (5) Net Expenditure (1,072) (175) (1,077) (5) 0% 0 (5) £000 £000 £000 £000 % £000 £000 Employee 607 334 615 8 1% 0 8 Property 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 2 0 2 0 0% 0 0 Payments to Other Bodies 76 1 78 1 2% 0 1 Other 0 0 0 0 0% 0 0 Gross Expenditure 685 335 695 10 1% 0 10 Income (80) (4) (80) 0 0% 0 0 Net Expenditure 605 331 615 10 2% 0 10 £000 £000 £000 £000 % £000 £000 Employee 1,693 898 1,653 (39) (2%) 0 (39) Property 0 0 0 0 0% 0 0 Transport and Plant 7 1 3 (4) (16%) 0 (4) Supplies, Services and Admin 25 15 32 7 0% 0 7 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0% 0 0 Gross Expenditure 1,724 914 1,688 (36) (2%) 0 (36) Income (115) (77) (117) (2) (2%) 0 (2) Net Expenditure 1,609 837 1,572 (38) (2%) 0 (38) Cost of Collection of Rates Finance Service Centre Democratic and Registration Service Cost of Collection of Council Tax Procurement Page 47
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 2,612 1,408 2,561 (51) (2%) 0 (51) Property 0 10 0 0 0% 0 0 Transport and Plant 11 4 11 0 0% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,623 1,422 2,572 (51) (2%) 0 (51) Income (22) (20) (55) (33) (152%) 0 (33) Net Expenditure 2,602 1,402 2,517 (84) (3%) 0 (84) £000 £000 £000 £000 % £000 £000 Employee 833 395 784 (49) (6%) 0 (49) Property 6 2 6 0 0% 0 0 Transport and Plant 10 3 11 1 5% 0 1 Supplies, Services and Admin 22 8 22 0 0% 0 0 Payments to Other Bodies 77 39 78 1 1% 0 1 Other 0 0 0 0 0% 0 0 Gross Expenditure 949 447 901 (47) (5%) 0 (47) Income (374) (222) (375) (1) (0%) 0 (1) Net Expenditure 575 225 526 (48) (8%) 0 (48) £000 £000 £000 £000 % £000 £000 Employee 236 127 235 (1) (0%) 0 (1) Property 0 0 0 0 0% 0 0 Transport and Plant 1 0 1 0 0% 0 0 Supplies, Services and Admin 8 6 8 (0) (0%) 0 (0) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 244 134 243 (1) (0%) 0 (1) Income (465) (306) (459) 7 1% 0 7 Net Expenditure (221) (172) (215) 6 (3%) 0 6 £000 £000 £000 £000 % £000 £000 Employee 950 463 880 (70) (7%) 0 (70) Property 0 0 0 0 0% 0 0 Transport and Plant 3 1 3 0 0% 0 0 Supplies, Services and Admin 18 38 38 20 107% 0 20 Payments to Other Bodies 1 0 1 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 973 503 923 (50) (5%) 0 (50) Income (88) (30) (87) 2 2% 0 2 Net Expenditure 885 472 836 (49) (5%) 0 (49) £000 £000 £000 £000 % £000 £000 Employee 1,102 555 1,075 (27) (2%) 0 (27) Property 0 0 0 0 0% 0 0 Transport and Plant 2 0 1 (1) (67%) 0 (1) Supplies, Services and Admin 24 59 83 59 244% 52 7 Payments to Other Bodies 173 5 173 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,300 619 1,331 31 2% 52 (21) Income (743) (482) (762) (19) (3%) 0 (19) Net Expenditure 557 137 569 12 2% 52 (40) Legal Services/Trading Standards Licensing Planning Central Admin Support Environmental Health Page 48
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 915 516 971 56 6% 0 56 Property 0 0 0 0 0% 0 0 Transport and Plant 4 1 4 0 0% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 919 517 975 56 6% 0 56 Income (17) (8) (49) (32) (186%) 0 (32) Net Expenditure 902 509 926 24 3% 0 24 £000 £000 £000 £000 % £000 £000 Employee 1,628 913 1,647 19 1% 27 (8) Property 1 0 1 0 0% 0 0 Transport and Plant 8 20 17 9 109% 0 9 Supplies, Services and Admin 280 131 280 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,918 1,064 1,946 28 1% 27 1 Income (55) (41) (41) 15 27% 0 15 Net Expenditure 1,863 1,024 1,905 42 2% 27 16 £000 £000 £000 £000 % £000 £000 Employee 2,459 1,329 2,426 (33) (1%) 0 (33) Property 2 1 2 0 0% 0 0 Transport and Plant 3,158 2,506 3,157 (1) (0%) 0 (1) Supplies, Services and Admin 3 0 0 (3) (100%) 0 (3) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 5,622 3,836 5,586 (36) (1%) 0 (36) Income (530) (138) (496) 34 6% 0 34 Net Expenditure 5,092 3,698 5,090 (2) (0%) 0 (2) £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 0 12 12 12 0% 12 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 0 12 12 12 0% 12 0 Income 0 0 0 0 0% 0 0 Net Expenditure 0 12 12 12 0% 12 0 £000 £000 £000 £000 % £000 £000 Employee 290 158 289 (2) (1%) 0 (2) Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 9 7 12 3 37% 0 3 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 299 165 301 1 0% 0 1 Income (22) 0 (16) 6 26% 0 6 Net Expenditure 277 165 285 7 3% 0 7 Transactional Services Strategic People and Change Information Services Legal Fees & Settlement Communications & Marketing Page 49
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 1,532 823 1,481 (51) (3%) 0 (51) Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 (0) (100%) 0 (0) Supplies, Services and Admin 63 34 85 22 35% 0 22 Payments to Other Bodies 0 0 0 0 15% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,595 858 1,566 (29) (2%) 0 (29) Income (209) (214) (214) (5) (2%) 0 (5) Net Expenditure 1,386 644 1,352 (34) (2%) 0 (34) £000 £000 £000 £000 % £000 £000 Employee 227 124 225 (2) (1%) 0 (2) Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 14 5 14 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 241 129 240 (2) (1%) 0 (2) Income 0 0 0 0 0% 0 0 Net Expenditure 241 129 240 (2) (1%) 0 (2) £000 £000 £000 £000 % £000 £000 Employee 158 87 173 15 9% 0 15 Property 293 183 244 (49) (17%) 0 (49) Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 40 18 38 (2) (6%) 0 (2) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 492 289 455 (36) (7%) 0 (36) Income (153) (102) (120) 32 21% 0 32 Net Expenditure 339 187 335 (4) (1%) 0 (4) £000 £000 £000 £000 % £000 £000 Employee 127 63 128 2 1% 0 2 Property 1,239 917 1,342 102 8% 0 102 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 42 31 43 1 2% 0 1 Payments to Other Bodies 20 0 20 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,428 1,011 1,533 105 7% 0 105 Income (233) 403 (233) 0 0% 0 0 Net Expenditure 1,195 1,414 1,300 105 9% 0 105 £000 £000 £000 £000 % £000 £000 Employee 1,391 732 1,345 (46) (3%) 0 (46) Property 276 191 293 16 6% 0 16 Transport and Plant 15 8 15 0 3% 0 0 Supplies, Services and Admin 161 112 162 0 0% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,844 1,044 1,815 (29) (2%) 0 (29) Income (11) (8) (13) (1) (13%) 0 (1) Net Expenditure 1,833 1,037 1,803 (30) (2%) 0 (30) Office Accomodation Libraries Clydebank Town Hall Citizen Services Performance & Strategy Page 50
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 327 134 232 (95) (29%) 0 (95) Property 3 4 11 8 312% 0 8 Transport and Plant 0 0 0 (0) (50%) 0 (0) Supplies, Services and Admin 23 4 22 (0) (0%) 0 (0) Payments to Other Bodies 13 2 13 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 366 145 279 (87) (24%) 0 (87) Income (60) (13) (60) 0 0% 0 0 Net Expenditure 306 132 219 (87) (28%) 0 (87) £000 £000 £000 £000 % £000 £000 Employee 4,280 2,282 4,223 (57) (1%) 0 (57) Property 113 41 113 0 0% 0 0 Transport and Plant 110 39 120 10 9% 0 10 Supplies, Services and Admin 1,873 679 1,901 28 1% 0 28 Payments to Other Bodies 29 39 39 10 37% 0 10 Other 0 0 0 0 0% 0 0 Gross Expenditure 6,404 3,080 6,396 (8) (0%) 0 (8) Income (1,309) (122) (964) 345 26% 0 345 Net Expenditure 5,095 2,958 5,432 337 7% 0 337 £000 £000 £000 £000 % £000 £000 Employee 2,193 1,097 2,044 (148) (7%) 0 (148) Property 239 105 239 (0) (0%) 0 (0) Transport and Plant 2 0 2 0 0% 0 0 Supplies, Services and Admin 17 28 31 15 89% 0 15 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,450 1,229 2,316 (134) (5%) 0 (134) Income (322) (57) (251) 71 22% 0 71 Net Expenditure 2,128 1,172 2,066 (62) (3%) 0 (62) £000 £000 £000 £000 % £000 £000 Employee 941 503 909 (32) (3%) 0 (32) Property 60 25 60 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 9 0 9 0 3% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,010 528 978 (32) (3%) 0 (32) Income (1,105) (460) (1,105) 0 0% 0 0 Net Expenditure (95) 68 (127) (32) 34% 0 (32) Arts and Heritage Catering Services Building Cleaning PPP Building Cleaning Page 51
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Variance 2025/26 31 October 2025 £000 £000 £000 £000 % £000 £000 Employee 2,743 1,339 2,519 (224) (8%) 0 (224) Property 44 49 92 48 111% 0 48 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 12 1 7 (5) (38%) 0 (5) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,799 1,389 2,619 (180) (6%) 0 (180) Income (60) (34) (59) 1 2% 0 1 Net Expenditure 2,739 1,354 2,560 (179) (7%) 0 (179) £000 £000 £000 £000 % £000 £000 Employee 541 290 533 (8) (2%) 0 (8) Property 0 0 0 0 0% 0 0 Transport and Plant 2 2 3 1 49% 0 1 Supplies, Services and Admin 41 28 42 1 3% 0 1 Payments to Other Bodies 22 11 22 0 0% 0 0 Other (300) 0 (150) 150 (50%) 150 0 Gross Expenditure 305 330 449 144 47% 150 (6) Income 0 (15) (15) (15) 0% 0 (15) Net Expenditure 305 315 434 129 42% 150 (21) £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 Payments to Other Bodies 4,833 3,583 4,859 26 1% 45 (19) Other 0 0 0 0 0% 0 0 Gross Expenditure 4,833 3,583 4,859 26 1% 45 (19) Income (739) (698) (739) (0) (0%) (0) Net Expenditure 4,094 2,885 4,120 26 1% 45 (19) £000 £000 £000 £000 % £000 £000 Employee 0 0 0 0 0% 0 0 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 35 31 35 0 0% 0 0 Payments to Other Bodies 78 70 70 (8) (11%) 0 (8) Other 0 0 0 0 0% 0 0 Gross Expenditure 114 101 105 (8) (7%) 0 (8) Income (86) (33) (86) 0 0% 0 0 Net Expenditure 28 68 20 (8) (30%) 0 (8) £000 £000 £000 £000 % £000 £000 Employee 95 60 105 10 11% 0 10 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 4 0 0 (4) (100%) 0 (4) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 99 60 105 6 6% 0 6 Income 0 0 0 0 0% 0 0 Net Expenditure 99 60 105 6 6% 0 6 School Crossing Patrollers Facilities Assistants Facilities Management Leisure Management Events Page 52
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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 % Revenues & Benefits 2,424 2,917 427 65 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Central Admin Support 2,602 2,517 0 (84) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Office Accomodation 1,195 1,300 0 105 9% 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 5,432 0 337 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 2,128 2,066 0 (62) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,560 0 (179) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 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 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. This service provides cleaning services across all council buildings. None. Favourable variance Provision of Shared Office Accommodation. The adverse variance is attributable to higher than anticipated electricity costs versus budget. None. Adverse variance This services deals with administration functions within the Authority. Employee turnover is ahead of budget together with an uplift in recharges None required. Favourable variance is anticipated. Overspend on employee costs due to shortfall in achieving the £79k turnover target. 31 October 2025 Budget Details Variance Analysis Variance after the use of EMR The service provided by this area deal with benefits, council tax and debt recovery. None required. Adverse Variance Page 53
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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 - 11,948 182,715 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. 8 Community Transition Fund 151,680 151,680 - 9 Holiday Sport & Leisure 45,000 22,200 45,000 - 10 Smoothing Fund - 168,400 - - 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, £18k will also be met from the smoothing fund in relation to the delays in the recruitment of the council's Digital Officer. It is anticipated that these costs will be offset by savings in 26/27. TOTAL USE OF EARMARKED RESERVES 950,503 29,200 891,188 - 227,715 COST OF LIVING STRATEGIC RESERVES RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY Page 54
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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 Charging for Pre application advice RR09 A Douglas 5 5 - 2 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - 3 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - 4 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - 5 Registrars RR09 A Douglas 18 18 - 6 Building Standards A Douglas 10 10 - 7 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - 8 Remove Members’ Secretary RR04 A Douglas 22 22 - 9 Reduce Trading Standards team RR17 A Douglas 14 14 - 10 Reduce Records Management team RR18 A Douglas 14 14 - 11 Close Clydebank Registration Office RR19 A Douglas 8 8 - 12 Combine dog warden & pest control posts RR10 A Douglas 38 38 - 13 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - 14 Antonine wall RR12 A Douglas 27 27 - 15 Review environmental health RR13 A Douglas 35 35 - 16 Development planning & placemaking RR20 A Douglas 55 55 - 17 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - 18 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - 19 Increase events income CCF05 A Graham 8 8 - 20 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - 21 Reduce Highland Games Spend CCF01 A Graham 15 15 - 22 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - 23 Reduce Community Engagement Budget CCF11 A Graham 22 22 - 24 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - 25 Review Facilities Mgt Operating Model CCF04 A Graham 300 150 150 Consultations with workforce on new operating model have taken longer than anticipated. Shortfall covered by smoothing fund. 26 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - 27 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - 28 Reduce Corporate Debt team RES06 L Slavin 44 44 - 29 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - 30 Review of Capital Programme RES06 L Slavin 66 66 - Page 55
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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 31 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - 32 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - 33 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - 34 Remove counselling and physio PT10 V Rogers 9 9 - 35 Remove telephone survey CCF13 V Rogers 9 9 - 36 Performance and Strategy Budget Efficiencies CCF15 V Rogers 9 9 - 37 Reduce design budget CCF16 V Rogers 12 12 - 38 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - 39 People & Change Team Restructure PT14 V Rogers 62 62 - 40 Organisational Development Reduction PT15 V Rogers 60 60 - 41 Outsource Print Room function PT18 V Rogers 25 25 - 42 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - 43 Review the Communities team reducing the delivery of community based CCF26 A Graham 87 87 - 44 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 - TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 1,527 1,377 150 Page 56
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Corporate Services Committee – 4 February 2026 ___________________________________________________________________ Subject: Corporate Services Capital Budgetary Control Report to 31 October 2025 (Period 7) 1. Purpose 1.1 This report provides an update on the Corporate Services capital programme to 31 October 2025. 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2025/26 capital budget for Corporate Services ii) Note that the project life total is currently on track. 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/2026 to 2033/34. The three years from 2025/26 to 2027/28 were approved in detail with the remaining years being indicative. The budget agreed under the auspice of Corporate Services Committee was £4.078m for 2025/26 and £29.301m for the project life budget. 4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 5 as reported to Corporate Services Committee on 12 November 2025. Exhibit 1: Revised Capital Budget as at 31 August 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) Approved P&T Capital Bid – Data Strategy 0.027 0.027 Revised Capital Budget as at Period 5 4.238 29.234 4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Page 57 ITEM 12
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Appendix 2 – Projects Off Track – not required for period 7 as there are no off track projects to report. Appendix 3 – Changes to Capital Plan for Noting 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 Appendix 3 highlights 1 project where the expenditure requires to be reprofiled but there is no need for additional budget. 4.5 Exhibit 2 sets out the revised capital budget at period 7 after approval of the General Services Capital Report Budgetary Control Report (Period 7) by Council on the 17th of December of the recommendation contained within this report. 4.6 Decisions taken on 17 December 2025 at Council on the Financial Update (savings taken) and the Review of West Dunbartonshire Councils Capital Programme will be applied to the P10 Capital BCR due to the timing differences of the reports. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Corporate Services Capital Budget as at 31 August 2025 4.238 29.234 No changes to capital budgets 0 0 Proposed revised Capital Budget as at Period 7 4.238 29.234 Reprofiling over project life (Appendix 3) (0.118) 0 Proposed revised Capital Budget as at Period 7 after Council Approval 4.120 29.234 4.7 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. Spend as at period 7 is £1.129m (27.41%) of the current forecast spend of £4.120m. 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 Page 58
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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. Laurence Slavin Chief Officer – Resources Date: 05 January 2026 ________________ Person to Contact: Lynsey Dickson, Finance Business Partner Council Offices, Church Street, Dumbarton E-mail: lynsey.dickson@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 3 - Changes to Capital Plan for Noting Appendix 4 - All Approved Projects Page 59
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Background Papers: General Services Capital Plan Update - Council 5 March 2025 Capital Budgetary Control Report (P3) – Council 27 August 2025 Capital Budgetary Control Report (P5) – Council 29 October 2025 Capital Budgetary Control Report (P7) – Council 17 December 2025 Wards Affected All Wards Page 60
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Summary at Period 7 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 61
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Changes to Capital Plan and Implications at P7 Appendix 3 Project - P&T1 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 ICT Modernisation Recurring budget Recurring budget 696 554 593 436 436 436 436 436 556 4,579 ICT Modernisation - Revised 118 578 459 806 436 436 436 436 436 556 4,579 Explanation Project life budget rephased to realign budget with device replacement timescales. Page 62
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All Projects Approved at P7 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 1,586 425 1,586 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 181 430 0 Total Resources 16,308 649 2,426 13,233 16,308 0 2,426 644 2,426 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 (406) 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 (406) 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 0 696 504 578 (118) P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 325 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 62 226 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 1,779 891 1,661 (118) Overall Total 29,234 4,579 4,238 20,417 29,234 0 4,238 1,129 4,120 (118) Full Project Life In Year Page 63