Document Pack (Bookmarked) - CSC 27 05 26
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 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, 27 May 2026 Time: 10:00 Format: Hybrid Meeting Contact: 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 David McBride Councillor Michelle McGinty Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William Rooney (Chair) Councillor Gordon Scanlan Councillor Hazel Sorrell Chief Executive Chief Officers Date of issue: 14 May 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, 27 MAY 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 7 - 12 Submit, for approval as a correct record, the Minutes of Meeting of the Corporate Services Committee held on 4 February 2026. 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 12 March 2026. 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 CITIZEN, CULTURE AND FACILITIES 2025/26 – YEAR-END 15 - 51 PROGRESS AND CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN 2026/27 Submit report by the Chief Officer – Citizen, Culture and Facilities setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. 9 PEOPLE AND TECHNOLOGY DELIVERY PLAN 2025/26 – 53 - 93 YEAR-END PROGRESS AND PEOPLE AND TECHNOLOGY DELIVERY PLAN 2026/27 Submit report by the Chief Officer – People and Technology setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. 10 REGULATORY AND REGENERATION DELIVERY PLAN 95 - 156 2025/26 – YEAR-END PROGRESS AND REGULATORY AND REGENERATION DELIVERY PLAN 2026/27 Submit report by the Chief Officer – Regulatory and Regeneration setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. 11 RESOURCES DELIVERY PLAN 2025/26 – YEAR-END 157 - 198 PROGRESS AND RESOURCES DELIVERY PLAN 2026/27 Submit report by the Chief Officer – Resources setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. 12 WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS 199 - 222 PLAN 2026/27 Submit report by the Chief Officer – Citizen, Culture and Facilities providing an update on the West Dunbartonshire Leisure Trust Business Plan 2026-27. 13 COUNCIL WORKFORCE PLAN 2022-2027: UPDATE AND 223 - 279 ANNUAL ACTION PLANS 2025/26 Submit report by the Chief Officer – People and Technology providing an update on the Council’s workforce planning activity for 2025/26. 14/ Page 4
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14 PROVISION OF A CASH RECEIPTING SYSTEM 281 - 287 Submit report by the Chief Officer – Resources seeking approval to commence the tendering process for the Provision of a Cash Receipting System for the period 1 April 2027 to 31 March 2029, with an option to extend for a further two additional 12 month periods to 31 March 2031 for West Dunbartonshire Council. 15 CORPORATE SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) 289 - 306 Submit report by the Chief Officer – Resources on the revenue financial performance to 31 January 2026 of those services under the auspices of the Corporate Services Committee. 16 CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) 307 - 314 Submit report by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 January 2026. Page 5
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CORPORATE SERVICES COMMITTEE At a Hybrid Meeting of the Corporate Services Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 27 February 2026 at 2.00 p.m. Present: Councillors Kevin Crawford, Ian Dickson, Fiona Hennebry, David McBride, Michelle McGinty, Lawrence O’Neill, Chris Pollock, Martin Rooney and William Rooney. Attending: Peter Hessett Chief Executive; Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Victoria Rogers, Chief Officer – People and Technology; Laurence Slavin, Chief Officer – Resources; Michelle Lynn, Asset Manager; Carol Alderson, Finance Manager; Ryan Chalmers, Section Head – Resources; Arun Menon, Business Support Manager; James Gallacher, Service Manager – ICT; Louise Hastings, Strategic People and Change Manager; Janine Corr, Business Partner – Resources; Chris Anderson, Principal Solicitor (Legal Officer); and Scott Kelly, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Gordon Scanlan and Clare Steel. Councillor William Rooney in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor William Rooney, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting would be carried out by roll call vote to ensure an accurate record. ITEM 5 Page 7
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MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Corporate Services Committee held on 12 November 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. PEOPLE AND TECHNOLOGY SPEND 2026-27 A report was submitted 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. After discussion and having heard the Service Manager – ICT in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the revenue and capital spend detail included in the report; (2) to note the projects to deliver this spend would be included in the 2026-27 People and Technology Delivery Plan currently in development and to be reported to a future meeting of the Committee; (3) to 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; (4) to 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 the report, to suppliers providing the most economically advantageous offer to the Council; Page 8
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(5) to approve the revenue spend included in the 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; and (6) to approve the projects specified in Section 3 of the report, shown in Appendix 1 to these Minutes. Note: Councillor McGinty entered the meeting during consideration of this item. THE PROVISION OF MANAGED WORK FOR HOUSING BENEFIT AND COUNCIL TAX REDUCTION A report was submitted 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. Having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Committee agreed to approve the procurement of the managed work associated with the processing of Housing Benefit and Council Tax Reduction for a two year period with the option on the Council’s part to extend for a further two 12-month periods, subject to continued funding from the Department for Work and Pensions as detailed in paragraph 4.2 of the report. WRITE-OFF OF NATIONAL NON-DOMESTIC RATES 2025/26 A report was submitted by the Chief Officer – Resources seeking approval of the write-off of debts in respect of National Non-Domestic Rates (NNDR), which had been deemed as irrecoverable during the financial year 2025/2026. After discussion and having heard the Chief Officer – Resources in answer to a Member’s question, the Committee agreed the write-off of NNDR accounts totalling £150,933.73. CORPORATE SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted 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. After discussion and having heard the Chief Officer – Resources and the Chief Officer – Citizen, Culture and Facilities, in further explanation and in answer to Members’ questions, the Committee agreed to note the contents of the report which showed the revenue account was currently projected to underspend against budget by £0.138m (0.34%of the total budget) at the year-end. Page 9
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CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 October 2025. The Committee agreed:- (1) to note the current position of the 2025/26 capital budget for Corporate Services; and (2) to note that the project life total was currently on track. The meeting closed at 2.21 p.m. Page 10
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Appendix 1 Table 1 – Existing Agreed ICT 1-Year Capital Plan Capital allocation 2026/27 ICT Security & Resilience £387,000 ICT Modernisation £459,000 Total £841,000 Table 2 – Proposed Projects ICT Capital Spend 2026-27 Description Capital (Est) ICT Security & DR, Resilience £387,000 1. Replace Ageing Infrastructure Hardware £94,000 2. Security Compliance remediation £70,000 3. Security Resourcing - multi-year consultancy services £23,000 4. Internal ICT resource recharges £90,000 5. Security Patching Improvements £20,000 6. Cisco Enterprise Agreement £90,000 ICT Modernisation £459,000 1. Chromebooks Device replacement: (laptops, PCs, chromebooks and mobile phones for both Corporate and Education) £336,000 2. Resources to Support a range of corporate projects. £123,000 Total £846,000 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 Page 11
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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 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 12
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JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in the Civic Space, 16 Church Street, Dumbarton on Thursday, 12 March 2026 at 2.00 p.m. Present: Councillors Lawrence O’Neill, Martin Rooney and Gordon Scanlan; Michael McCallion (EIS); William Whitehill (GMB); Joe Keegan (SSTA); Audrey McKie (Unison); and Conor Farmer (Unite). Attending: Victoria Rogers, Chief Officer – People and Technology; Alan Douglas, Chief Officer – Regulatory and Regulatory; Gillian Hamilton, Chief Education Officer; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; James Gallacher, ICT Manager; Andrew Cameron, ICT Infrastructure Section Head; Louise Hastings, Strategic People and Change Manager; and Carly Chisholm, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors David McBride, Michell McGinty, Chris Pollock and Hazel Sorrell; David Scott (GMB); Peter Hessett – Chief Executive; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; and Laurence Slavin, Chief Officer – Resources. Michael McCallion in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in the item of business on the agenda. MINUTE OF PREVIOUS MEETING The Minute of Meeting of the Joint Consultative Forum held on 11 December 2025 was submitted and approved as a correct record. ITEM 6 Page 13
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PRESENTATION: PHISHING & UPDATE ON CYBER POSTURE Officers provided a presentation in relation to Phishing and Cyber Posture. After discussion, and having heard officers in answer to Members’ questions, the Forum agreed to note the presentation. The Members thanked the ICT team for their extensive work contribution and commended them on responsiveness and professionalism. TRADES UNION ISSUES The Forum noted that the Trades Union had not provided, in advance of the meeting, any issues that they wished to raise. The meeting closed at 3:22 p.m. Page 14
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture and Facilities Corporate Services Committee 27 May 2026 Subject: Citizen, Culture and Facilities 2025/26 - Year-end Progress and Citizen, Culture and Facilities Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 8 Page 15
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4.3 The progress of the Plan’s 27 actions is summarised below: Progress No. (%) Completed 24 (89%) Overdue 3 (11%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: • Progress funding application to support heritage activity programme for Glencairn House -75% • Launch public access to local history and archive collections – 75% • Relocate Dumbarton Library to Glencairn House with new staffing model in place – 80% 4.5 Year-end data is available for 14 of the Plan’s 18 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 (64%) Target marginally missed 3 (21%) Target significantly missed 2 (15%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 6 (43%) Improved over longer term (or maintained high level of performance) 5 (36%) 4.6 Where target was significantly missed, this relates to the following PI’s: • % of residents satisfied with Council services overall: 49% against a target of 70%. • % of residents who feel the Council communicates with them well: 38% against a target of 60% 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • Embed new contact centre telephony platform. Page 16
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• Continue to support relocation of Dumbarton library to Glencairn House, and relocation of Library Services to Strathleven Place. Embed new Libraires strategy, prepare for assessment under National Libraries Service Framework and provide recommendations following Library Services consultation. • Progress review of accessibility of the website and intranet and upgrade content management system. • Embed Facilities Management service redesign, consider the options to develop an FM training academy and apprentice programme and participate in the Council wide Good Food Nation Plan • Develop strategic communication plan to support budget savings initiatives and to support service changes. • Plan heritage activity programme for Glencairn House, progress planning for future decant of WDC collections to Strathleven Place. Progress a plan to establish Culture Collective, secure re-accreditation for Clydebank Museum and launch public access to the local history archive collections. • Support budget consultation, progress plans to strengthen approach to strategic engagement and prepare plan for development of Strategic Plan 2027-32. 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Citizen, Culture and Facilities may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. Page 17
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10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Amanda Graham Service Area: Citizen, Culture and Facilities, Date: 22 April 2026 _____________________________________________________________ Person to Contact: Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan 2025/26 – Year-end Progress Appendix 2: Citizen, Culture and Facilities Delivery Plan 2026/27 Background Papers: Citizen, Culture and Facilities Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Citizen, Culture and Facilities Delivery Plan 2025/26 Mid- year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 18
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Appendix 1 - CCF Delivery Plan Year-end Progress 25/26 1. Our Communities Objective 2. Our residents health and wellbeing remains a priority Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of attendances per 1,000 population for indoor sports and leisure facilities 6,632 7,226 6,159 Target exceeded with improvement on previous year. Leisure Centre usage continues to grow, in particular through health & fitness activities including gym and group fitness classes John Anderson % of pupil medical dietary requests met 100% 100% 100% Target met. Requests for a medically prescribed diet are considered alongside information gathered from Parent/Carers; Head Teachers; General Practitioners; Dietitians; Health Visitors; Speech and Language Therapists and the school's Catering Manager to ensure an alternative menu can be provided. Sharon Jump % of pupils who take up free school meals (P1-7) 76% 75% 75% Target met. Following Scottish Government initiative, we are now providing free school meals to pupils currently in P6 & P7 if the parent/carer receives the Scottish Child Payment for the child. Working Sharon Jump ITEM 8 - APPENDIX 1 Page 19
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note with external agencies we have been able to identify the pupils who are entitled to free school meals and ensure we have the appropriate school meal provision in place. Action Status Progress Due Date Note Owner Participate in the Council wide Good Food Plan 31-Mar-2026 Action complete. Initial meeting held with representatives from Roads & Neighbourhood, HSCP, Education, Resources November 2025 agreed further meetings will be held in 2026 once outcome national plan and implementation date of Local Authority good food nation plans have to be produced by has been confirmed. Sharon Jump Ensure appropriate free school meal provision is in place 31-Mar-2026 Action complete. We are engaging with colleagues in Education and across Revenue and Benefits service to ensure the relevant data is being shared timeously and all pupils who qualify for free school meals are identified. Sharon Jump Objective 3. Our residents are supported to increase life and learning skills Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Total number of library issues (Physical and e- Issues) 249,379 240,359 220,000 Performance exceeded target. When compared with 24-25 there has been a 6% increase in physical issues and a decrease of 11% for e-issues. Increased promotion of digital book borrowing is required for 26-27. Stephen Daly Page 20
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Total number of visits to museums and heritage centres (virtual & in person) 147,271 117,141 106,500 Performance exceeded target. We are continuing to see an increase in visitor numbers and digital public access is increasing. Lauren Crooks Total number of library visits (physical and virtual) 474,519 670,214 384,996 A significant increase of 41% when compared with year 24-25. This increase is driven by virtual visits to the library online catalogue since moving to the new Library Management System. This may demonstrate the increased user experience in using and accessing the catalogue along with more accurate recording of virtual visit statistics. We will review and increase the target for 26/27. Stephen Daly % Residents satisfied with Libraries 75% 80% 75% Target exceeded. We received 175 responses to this question with 141 satisfied with the service. Stephen Daly % Satisfaction with museums & galleries 81% 78% 80% Performance marginally missed target and down by 3% from previous year. Of the 125 responses to this question, 98 were satisfied with the service. Comments include lack of knowledge of where the museums and galleries are and what is on. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Progress of Glencairn, Clydebank Heritage hub and conversion of Dumbarton library should support improved satisfaction. Lauren Crooks Page 21
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Action Status Progress Due Date Note Owner Progress funding application to support heritage activity programme for Glencairn House 31-Mar-2026 The action will be carried forward into 2025/26. Implementation has been delayed while options are considered to ensure the activity programme is delivered effectively once the venue is open. Productive discussions with the Strathleven Foundation have taken place, and elements of the original proposal will now be incorporated into a wider, funded Greenspace project. Lauren Crooks Prepare for opening of new Clydebank Museum and Launch Heritage Programme 31-Mar-2026 Action Complete. Clydebank Museum and Local History & Archives is now successfully open to the public and the Museum Galleries Scotland (MGS) funded Heritage Project Worker is now in post. The activity programme is now underway; engagement has been strong to date. Lauren Crooks Progress next phase of planning for future decant of WDC collections to Strathleven 31-Mar-2026 Action progressing as planned. List of requirements complete and available for next stage. We continue to work with colleagues in Corporate Asset Management as the Capital project plan progresses. The mapping exercise for collections will take place alongside this progression. Lauren Crooks Launch public access to local history and archive collections 31-Mar-2026 Action will carry over into 2026/27. The Ancestry project is complete, with strong usage levels and royalty payments now being received. The Content Management System (CMS) element will carry over into 2026/27 due to delays caused by a CMS back‑end upgrade and server integration issues. These have now been resolved, catalogue uploads to Modes are complete, and the contractor is finalising checks ahead of confirming a go‑live date. Lauren Crooks Develop the co-located Faifley Community Library and embed into branch network 31-Mar-2026 Action complete as planned. Visitor numbers remain good following the move with an average of 500 visitors per month from November to January. Children and parents are visiting the library after school. We will continue to monitor the provision and how this develops as the campus completes the final phase of development. Stephen Daly Relocate Dumbarton Library to Glencairn House with new staffing model in place. 31-Mar-2026 Action overdue and will be carried forward into 2026/27. We continue to work closely with our assets colleagues regarding the timeline for the move to take place. Due to unexpected issues the Stephen Daly Page 22
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Action Status Progress Due Date Note Owner new building has yet to be handed over to the Service. Following handover, we plan a closure of 3 weeks to allow the move to take place. The mobile library will offer library book borrowing services outside Dumbarton Library to ensure a library service continues for citizens throughout the move period. Staffing operational plans for Glencairn have been shared with managers. Create a strategy document for West Dunbartonshire Libraries 31-Mar-2026 Action complete. Following public consultation 98% of respondents see libraries as vital to their community's future. The consultation feedback highlighted 5 priorities for the service to deliver; 1. Discovering new books, 2. Enjoying a Calm, welcoming space, 3. Having lots of resources in one place, 4.Getting helpful advice from staff, 5. Joining in a range of activities and classes. These priorities have informed the 4 drafted Strategic Aims. Strategic Aim 1: Reading and Learning, Strategic Aim 2: Fostering Community Wellbeing, Strategic Aim 3: Empowering Connections, Strategic Aim 4: Sustainable Development and Innovation. Stephen Daly Develop and deliver the Libraries Empower Connections Digital Offering 31-Mar-2026 Action complete. Tablet devices have been procured along with an interactive screen within Clydebank Library. Activities began with drop-in sessions for citizens to seek advice on accessing online Council services. The project then pivoted when a need was identified and highlighted via the Performance and Strategy Team regarding the need for digital assistance for deaf people in accessing Council services. A successful scoping meeting was held with the group with the project funding BSL Interpreters. The group were not previously aware of library services and the digital services/classes on offer or how to access Council services online. The entire group joined the library at the session to be able to access services. A programme has been developed for the group to support the use of devices to access library and other online services which will run in November. The British Deaf Association highlighted this as the first digital programme specifically for deaf people in Scotland tackling digital exclusion. Stephen Daly Page 23
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Action Status Progress Due Date Note Owner Contribute to Planning, Decant and Relocation of Library Services from Poplar Road. 31-Mar-2026 Action complete. Libraries has progressed planning for the relocation as far as possible at this time and will continue to contribute to plans for relocation of services from Poplar Road to Strathleven Place in 2026-27 in line with Assets Project Timeline. This action will follow the move of Dumbarton Library to Glencairn Library and Museum which is due for handover to service May 2026. Stephen Daly 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action complete. Work is underway to explore automation options for a workforce scheduling tool for Libraries, which may also be extended to the Contact Centre depending on outcome. Facilities management Service redesign is complete with ongoing staff engagement in place. All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 Action complete. Arts and Heritage service and Facilities Management has implemented team and structural changes to deliver the required saving for 2026/27, with structures reviewed against SOM. The new FM service model strengthens resilience, supporting staff absence management, development, and career progression for frontline staff. In Libraries, work is underway to review and develop management role profiles where these do not currently exist, and frontline role profiles have been updated to meet Programme For Government All Managers Page 24
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Action Status Progress Due Date Note Owner (PFG) requirements. Within Contact Centres, one-to-one reviews have identified service improvements, which have been successfully implemented across Reception and Contact Centre. Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action complete. Performance is being proactively managed with Facilities Management. The actions being implemented by the management team will continue. Council telephone performance reviewed and reported to PMRG Sept 25. The service will continue to monitor and report as required. Forum of CCF senior managers to share best practice is in place with regular diarised meetings. All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of complaints received by the Council that are resolved/ closed at Stage 1 83.75% 90% Data will be available late May. Stephen Daly Percentage of complaints received by the Council that are resolved at Stage 2 4.5% 10% Data will be available late May. Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 86% 90% 90% Target met showing improvement from previous year. Of over 39,300 calls received, 32,810 were answered within 5 minutes. The data for quarter 4 is up to 17 March when the new telephony system was introduced. Training on the reporting from the system is underway. Stephen Daly % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 78% 79% 90% Target marginally missed with improvement from last year. More than 27,630 calls received. Of these 20,452 calls were answered within 3 Stephen Daly Page 25
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note minutes. A further 4426 were answered after 3 minutes. Reduced resourcing and increased call volume relating to various Council service issues contributed alongside increased call handle time due to increased complexity in calls received. Residents satisfaction with Council services overall 71% 49% 70% Target significantly missed with a downward trend from previous year. Of the 304 responses, comments include: dissatisfaction with the service provided by a number of services across the Council, the poor condition of the local environment, and high cost of Council Tax with reduced services. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Lauren Crooks Action Status Progress Due Date Note Owner Support upgrade to Contact Centre Telephony Platform 31-Mar-2026 Action complete. New telephony system is now in place, and a new corporate user group is being established to support operational implementation and use. Stephen Daly Facilities Management Service Redesign 31-Mar-2026 Action complete. Service redesign was implemented successfully on 30th March 2026. This new model will support efficiencies and was introduced following extensive engagement followed by matching and interview process for staff. Sharon Jump Consider the options to develop an FM training academy and apprentice programme 31-Mar-2026 Action complete. Discussions have taken place with W4U and Education to identify options for Sharon Jump Page 26
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Action Status Progress Due Date Note Owner development of apprenticeship opportunities. Dates are to be confirmed for participation at Careers evenings and further engagement with Secondary Head Teachers and W4U will be scheduled for academic year August 2026. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Risk of Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. 01-Apr-2026 Demand to the Contact Centre continues to be more complex and outcomes to satisfy the Citizens are much harder to achieve. This is also visible on Social Media. Evidence to support this is the service changes an challenges within Waste Services, with this and conditions of roads, speed of response to Housing enquiries and ongoing concerns to Housing Repair updates being the most significant number of calls to the Council. Citizens are dissatisfied as indicated in the final telephone survey. No change to risk matrix. Stephen Daly Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. 01-Apr-2026 Work continues to engage with services and improve response times and learning outcomes. The likelihood remains the same in terms of no new evidence being visible in how Services have improved their processes by learning from complaints. No change to risk matrix Stephen Daly Objective 12. Our residents are engaged and empowered Page 27
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of residents who are satisfied with the Council website 84.2% 76% 85% Performance marginally missed target and down by 8.2% from previous year. Of the 259 responses, comments include; some difficulty navigating and finding required information and slow or no response to online enquiries. These enquiries are managed by each service area rather than the Web team. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Stephen Daly % of stage 2 complaints responded to within 20 working days. 41% 100% Data will be available late May. Stephen Daly % of residents who feel the Council communicates with them well. 53% 38% 60% Target significantly missed. Performance has continued to reduce although has been trending in red status for some time. Of the 242 responses to this question, comments include a view most communication is online, a lack of feedback on consultations, and view generally only receive direct communication for payments/ bills. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Lauren Crooks Page 28
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note No. of transactions undertaken online 64,048 60,857 59,000 Target exceeded. Targets were increased for 2025/26 based on increased online transactions including garden waste fees, and West Dunbartonshire Leisure Trust (WDLT) now using its own payment system. Stephen Daly % of stage 1 complaints responded to within 5 working days. 95% 100% Data will be available late May. Stephen Daly Action Status Progress Due Date Note Owner Implement Arts and Heritage revised team and service provision 31-Mar-2026 Action complete. A review of the team structure including role profiles and tasks has been undertaken and the amendments to service provision have been agreed. Lauren Crooks Review website coding to ensure it complies with regulations 31-Mar-2026 Action complete. The external site is in a strong position and was randomly selected by the Government Digital Services for an accessibility audit: Both the sites accessibility compliance and our accessibility statement were determined as compliant. Stephen Daly Progress plan to enhance intranet accessibility 31-Mar-2026 Action complete. The intranet is a continuous issue due to the number of editors able to edit and add pages which can cause an issue with content. We have reduced some of the easy to fix content and coding issues in 2025/26. Stephen Daly Review website accessibility to ensure it complies with regulations 31-Mar-2026 Action complete and will continue on an ongoing basis to ensure compliance as new accessibility regulations are introduced. Performance has exceeded the original plan, with the external site currently achieving 98% compliance. Stephen Daly Implement Contact Centre revised team and service provision 31-Mar-2026 Action complete and savings delivered. Ongoing monitoring of Contact Centre performance will continue and appropriate actions or proposals considered as required. Stephen Daly Page 29
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Action Status Progress Due Date Note Owner Develop a communication plan to support budget savings initiatives for 25/26 31-Mar-2026 Action complete. The communication plan was extensive to ensure the key messages and changes to frontline services was effective. Lauren Crooks Carry out Strategic Needs Assessment to support Strategic Plan 2027-2032. 31-Mar-2026 This action has been successfully completed. Initial analysis undertaken to give an overview of the current and future needs of the local community to identify priority areas of focus to reduce inequalities. Further analysis will be undertaken in 2026/27 The strategic needs assessment will form the basis of future work to be undertaken in development of the Council Strategic plan 2027-2032. Lauren Crooks Identify underrepresented groups and implement actions to encourage better strategic engagement and participation 31-Mar-2026 This action has been successfully completed. We have engaged with underrepresented groups around the budget consultation ensuring a range of groups had the opportunity to have their views reflected. BSL users took part in digital classes to support BSL users getting online to access key Council services as well as building general digital confidence. Through our engagement with young people during the budget conversation, they have indicated they would be interested in forming a dedicated young persons Citizens Panel and we hosted the first in March of this year where young people fed back on a range of topics relating to living in West Dunbartonshire as well as their commitment to advance the young persons citizens Panel for future years. Lauren Crooks Carry out strategic engagement to support budget consultation 2026/27 31-Mar-2026 This action has been successfully completed. To support the Council budget consultation for 2026/27, a priority based survey was conducted with the general population of West Dunbartonshire and eight focus groups were carried out with a range of community organisations, young people and equality groups. The findings were presented to Council on 29th October to assist Chief Officers and Elected members understand the community priorities. Lauren Crooks Develop Equalities Outcomes and Mainstreaming Plan 2025-29 31-Mar-2026 This action has been successfully completed. The new Equalities Plan 25-29 has been developed and now published as per our duties. The ensuing action plan will be progressed over the 4 years of the plan and reported to committee twice a year. Lauren Crooks Page 30
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. 01-Apr-2026 A number of processes and strategies are in place to ensure external and external communication is effective and protects the Council's reputation. No change to risk matrix Lauren Crooks Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No change Getting worse Short Term Trends Improving No change Getting worse Page 31
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2026/27 CITIZEN, CULTURE AND FACILITIES ITEM 8 - APPENDIX 2 Page 32
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APPENDIX 2 Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 6 4. Resources .................................................................................................................................................................................................... 13 Appendix 1: Action Plan .......................................................................................................................................................................................... 16 Page 33
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1. Introduction Citizen, Culture and Facilities comprises a wide range of services covering Citizen Services, Strategic Communications, Facilities Management & Town Hall, Libraries and Cultural Services and Performance and Strategy and monitoring of West Dumbartonshire Leisure Trust. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance challenges and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee twice yearly, at mid-year and year-end. 2. Performance Review The CCF management team completed a detailed review of 2025/26 performance, focusing on the following: • 2025/26 Delivery Plan year-end progress • Local Government Benchmarking Framework (LGBF) comparative data • Citizens’ Panel feedback; • Complaints; and • Continuous Improvement This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Listed below are some of the major achievements in each service area. All services achieve many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Citizen, Libraries and Digital Services • External Funding was used by libraries to deliver digital sessions to local Deaf Community members. The British Deaf Association noted this work as the first of its kind in Scotland. Page 34
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APPENDIX 2 • Libraries obtained funding from Scottish Library and Information Council to establish its first Near Me Hub offering digital access to NHS appointments from a private space in Clydebank Library • Government Digital Service (GDS) has concluded its second accessibility audit of WDC external website and confirms it meets the required legal standards. • Citizens Services processed significant number of Welfare Fund applications totaling 11,717. Of these 8815 were Crisis Grant and 2902 were Community Care Grant • Contact Centre and Out of Hours service continued to work to identify ways to manage instances of unanticipated increases in call volumes due to a number of unplanned events Facilities Management • New service model launched to enhance delivery, ensure resilience and support efficiencies. • Continued to secure income and bookings at Clydebank Town Hall hosting a variety of successful events including civic, awards, dance and theatre shows and celebrations, in particular weddings. Strategic Communications, Culture & Performance • Provided comprehensive communications support for the budget process and implementation phase of service delivery changes as a result of savings. • Successful launch of the ancestry programme, including new income stream and strong public interest. • Successful opening and launch of Clydebank Museum and Heritage Hub. • Developed and implemented budget consultation model with early engagement to inform the 2026/27 budget conversations and priorities. • Provided a high level of equalities support during the budget process, ensuring Equality Impact Assessments (EIA) were completed adequately for over 120 initiatives across the Council. Key Challenges in 2025/26 Cross Service • Resilience / Capacity Challenges. There is increasing demand and growing reliance on Citizen and Digital Services and Communications to support the delivery of Council-wide efficiency savings. With reduced staffing levels and required changes to service delivery, overall capacity is significantly impacted. This work frequently extends beyond planned timescales, delaying scheduled service specific initiatives as Page 35
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APPENDIX 2 a result. Going forward, strict prioritisation and new approaches to service delivery, including service redesign where appropriate, will be essential. • Absence due to sickness. There is a significant level of sickness absence within CCF and this affects levels of service, particularly as the teams now lack the capacity or resilience to cover due to efficiencies which have reduced the workforce. This leads to reduced level of service, increased management time spent supporting absence, increased pressure and impacts on staff morale. • Delays in the capital programme. Delays in the delivery of Glencairn House Library and Museum and the subsequent effect on the development and delivery of the publicly accessible collections store and archive at Strathleven Place have impacted on service delivery and service satisfaction in both Libraries and Arts and Heritage. This requires reprioritisation within the service in conjunction with our colleagues from the Corporate Assets team as the programme timelines are pushed out. Citizen, Libraries and Digital Services • The unplanned demand for calls continues to impact resource and service satisfaction. • Changes to ways of working within services increase the complexity and volume of calls to the Contact Centres and place additional demand on the service with longer call handle time, and more time to resolve issues. This has impacted on the Council reputation indicators and increased social media attention. • There continues to be an increase in the volume and complexity of complaints which increases the time and capacity taken to resolve. • Increased reliance on the web and intranet including the growth in the size and content means increased hosting and bandwidth costs, added pressure to maintain quality, accessibility, security and a continuing need to ensure information remains current particularly with services responsible for keeping the web team informed of any changes. Facilities Management. • High levels of absence continue to have an impact on available resource resulting in reduced workforce numbers and increased costs and demands on existing teams. • The rate of turnover coupled with the time taken to recruit and train employees continued to be a challenge. Strategic Communications, Culture & Performance • The Communications and Arts & Heritage teams continued to operate without a full complement of staff for most of the year resulting in increased demand on staff and alternative service models being introduced. • Council-wide changes to ways of working have resulted in the need for more complex communications support which requires additional capacity and requires extended input, and this has put additional pressure on the Communications team. Page 36
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APPENDIX 2 3. Strategic Assessment The CCF management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. The key factors are summarised below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Citizen Culture and Facilities, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal and external clients, employees and citizens. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In CCF income budgets are more susceptible to fluctuations given the uncertainties surrounding demand. Within this service, budgets identified as being more susceptible to fluctuations are the Town Hall in respect of rising utility costs and Facilities Management as a result of pressure on food costs in Catering. The Town Hall is also susceptible to fluctuations depending on levels of income that are achieved. Leisure Trust Management Fee Page 37
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APPENDIX 2 The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in the management fee paid to West Dunbartonshire Leisure Trust (WDLT) for delivery of a range of leisure and sport services, including management of sport and leisure facilities, community facilities, sports development, Active Schools, outdoor recreation facilities and events. The fee paid by the Council to WDLT for 2026/27 will be reduced by 5%. Citizen, Libraries and Digital Services Telephony Enhancements ICT have provided an upgraded corporate telephone system, this includes an upgrade to the contact centre telephony platform which will provide more flexibility and functionality including call recording. In 2026/27 we will embed the system operationally, investigate and test the various levels of functionality to maximise efficiency, provide resilience and help customers better. Reduce Contact Centre Resource The savings options agreed to deliver the 2026/27 budget have resulted in a resource reduction in the Contact Centre. Currently Citizen Services operates the Customer Contact Centre, Housing Repairs Contact Centre, the Scottish Welfare Fund, manages complains and provides a reception at 16 Church Street. The Council recognises that for many people, their digital skills, literacy or deprivation can prevent them from accessing the internet and for this reason it is important to maintain alternative means of contacting the Council. It is also recognised that for a number of people the option to call rather than access services online is a preference rather than a necessity. Work will continue to promote alternative methods of contacting or reporting issues to the Council including via email and the website. Over 2026/27 we will implement Contact Centre revised team and service provision. Embed Libraries Strategy The Libraries Strategy document outlining a renewed vision and future operating model which aligns with local and national initiatives and ambitions has been approved by management. In 2026/27 we will publish the strategy and continue to progress embedding it operationally with all Libraries staff. Glencairn House – New Library Launch The redevelopment of Glencairn House into a combined museum/library facility via WDC’s successful Levelling Up Fund bid is nearing completion and is being managed by Corporate Asset Management. The design includes relocation of Dumbarton Library to Glencairn House. While relocation plans and a staffing model have been developed, unforeseen delays to completion and handover have impacted timescales. Page 38
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APPENDIX 2 Following handover in 2026 we will progress the relocation and launch the service to suit the new library and Children’s Library in addition we will develop a programme of activities that establishes Glencairn House and the Children’s Library as a central hub for community engagement with library services. We will explore how to optimise the use of the new immersive technology installed in the Children’s Library, funded by the Strathleven Foundation, and assess its potential to support our efforts in engaging new audiences. Relocate Library Services Libraries’ main office functions will relocate from Poplar Road to Strathleven Place. Libraries will contribute to the project team leading on services relocating. This includes the mobile library, home delivery service, Learning Services and Library support functions. This initiative is tied to the completion of Glencairn House. In 2026/27 we will continue to support the progress of the relocation with our colleagues in Asset Management. Library Services Consultation West Dunbartonshire Libraries are at the heart of our communities supporting reading, literacy, lifelong learning, cultural engagement, and community wellbeing as well as ensuring inclusive digital access and welcoming spaces for all. Demand for Council services, and the associated delivery costs, are increasing year on year with there being insufficient funding to absorb these increases. Consequently, the Council needs to consider how best to meet the needs of communities within the reduced resources available. To ensure library services continue to meet the evolving needs of local communities, we carried out a consultation in November 2025 to gain feedback into how libraries are used, any barriers to access, and which services and resources are most valued. We received over 250 responses. Over 2026/27 we will report the consultation findings and our recommendations to shape delivery, ensuring that library provision remains inclusive, sustainable, and aligned with community priorities. National Library Service Framework The How Good is Our Public Library Service framework is designed for public library services to evaluate the quality and effectiveness of their service provision, to consider the value and impact of their services, identify areas for improvement, and demonstrate their contribution to wider policy goals. It is divided into three Quality Indicators. In 2026-27 libraries will prepare for assessment of Quality Indicator 1 – Supporting Reading. The service will grade their provision using the six-point scale graded from unsatisfactory to excellent. This will then go forward for peer review. The national framework has recently been updated and it’s essential for the service to undertake this work to maintain access to external funding streams. Website and Intranet Accessibility Page 39
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APPENDIX 2 Web Content Accessibility Guidelines (WCAG 2.2 AA) is the new minimum accessibility standard for all UK Government public sector websites and mobile apps. The UK government is monitored to confirm compliance. Over 2026/27 we will put actions in place to make sure the content on the website is still complaint with the new standards and build a plan to address issues with the intranet, where accessibility can be enhanced. In addition to comply with the upgraded Guidelines we will review the coding of the website to ensure it still complies and address any issues. Upgrade Content Management System We will upgrade the Content Management System from V13 to V17 to ensure the platform remains secure, stable and fully supported and maintain compliance with modern standards. Facilities Management Services Facilities Management Improvement Plan - Service Redesign A review of the FM management structure was undertaken in 2022/23 to respond to Scottish Government policy changes and resultant service expansion, provide additional support for frontline employees and ultimately deliver a more efficient and sustainable service. A revised management structure was introduced in 2023/24, alongside new policies, procedures and a staff training programme and during 2024/25 a proposal for a new operating model developed. In 2025/26, further training was delivered, the frontline service was redesigned, and a new operating model across catering, cleaning and janitorial services implemented, including new roles, role profiles and enhanced training. During 2026/27, the focus will be on embedding the new ways of working through continued training, mentoring and staff engagement. Training and Capacity Appropriate training is a key requirement for the Facilities Management (FM) service. Establishing a centrally located training academy would strengthen the delivery of consistent training and support across FM teams. A standardised approach would reduce training time, inconsistency, and errors, while supporting skills development, refresher training, and awareness of new industry developments. Enhanced training improves staff capability, service efficiency, and overall performance, while also providing clear progression opportunities for employees. This approach supports the development of a cross-skilled workforce, ensures sufficient staff capacity, and builds greater service resilience. Progress during 2025/26 was limited due to the capacity required for the service redesign. In 2026/27, we will continue to work with colleagues in Education and Working4U to develop an apprenticeship programme and explore options for establishing a training academy at Clydebank Town Hall. Good Food Nation Plan The Good Food Nation (Scotland) Act 2022 provides a framework to progress toward Scotland being a Good Food Nation where people benefit from the food they produce, buy, cook and serve and eat each day. A national consultation on proposals for the plan is complete. In 2025/26 FM Page 40
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APPENDIX 2 worked alongside other service areas within the authority to review the outputs and understand the obligations as a result of the national work and inform the next steps in developing the required Council wide GFN plan. The commencement of section 10 of the Good Food Nation (Scotland) Act 2022 begins the 12-month clock for relevant authorities (local authorities and territorial health boards) to produce “local” Good Food Nation Plans with relevant authority Good Food Nation Plans due to be published on 1 April 2028. This plan will be Council wide and will include a number of service areas. An internal working group has been established and will reconvene when the guidance from Scottish Government is available. During 2026/27 we will work with other service areas to support the development of the Council wide action plan. Strategic Communications, Culture & Performance Strategic Communications Team Communication Plan to Support Budget Savings Initiatives Following the budget meeting in March 2026, a number of savings options to balance the budget were agreed. There are a number of these which will result in changes to the operation of frontline services and will require formal communications planning to ensure objectives are met, target audiences are reached, and key messages are provided effectively. In 2026/27 bespoke communications plans will be developed to support this activity in each service area. Communications Plans to Support Service changes – Operational support There is a growing number and diversity of service changes across the Council and the majority of these require strategic communications support to help ensure residents clearly understand what is changing, why the change is happening, and how it will affect their experience. By preparing communications plans in advance, the team ensures the Council is communicating in a way that is accessible, timely, and sensitive to the diverse needs of the people who rely on our services. Each plan will identify which users may be most impacted, tailor information so it is easy to understand, and choose the right channels. In 2026/27 we will work with Services across the council on the implementation of service delivery changes to deliver proactive, transparent, and consistent communications plans to minimise disruption, support users through the transition, and maintain trust by ensuring they feel informed. Arts & Heritage Team Glencairn House Work will continue to progress detailed exhibition design and content for the redevelopment of Glencairn House into a combined museum/library facility. Following design workshops and feedback, content was developed to support an ambitious heritage activity programme for Glencairn Page 41
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APPENDIX 2 House. Glencairn House will open to the public as a new state of the art library and museum. The completion was delayed from 2025 with handover anticipated spring 2026 and will mean the phased opening is expected June 2026. In 2026/27 we will continue to support this progress and will further progress the plans to support a programme of heritage engagement for Glencairn House. Strathleven Place In tandem with the Glencairn House redevelopment, planning will commence on the current Dumbarton Library building on Strathleven Place to be converted into a publicly accessible archive and collections store for the Council’s most important heritage objects and documents. In 2025/26 A&H progressed plans to review the storage areas and collections to prepare for the future decant to Strathleven House. In 2026/27 A&H in conjunction with our Assets colleagues will prepare and progress a plan for the mapping of storage and capacity and the safe relocation of all museums, fine art, local history & archival collections and the relocation of the Arts & Heritage team from Poplar Road to Strathleven Place. Launch public access to A&H collections Arts and Heritage have introduced two digitisation projects into the service in 2024-25 both of which significantly increase public engagement with the services’ museum, fine art, local history & archival collections. The Ancestry Project sees the digitisation of name rich archive resources for use in genealogy has been successfully completed. MODES replaces the previous ADLIB system and will provide public access to local collections, benefitting research and engagement with our resources, also allowing for the management and maintenance of collections records by the service. We have encountered technical issues which has delayed the launch of the public access to the collections. Our colleagues in ICT are working with the third party providers to agree a solution. In 2026/27 following the technical issues being resolved we will progress the launch of 10 databases plus access to Newspapers.com which will give online public access to local historical newspaper articles for the first time. Culture Collective Bid Creative Scotland are providing funding to establish a Culture Collective that brings together a wide range of local artists and community partners. The aim is to co-design and deliver a programme of cultural and artistic activity that strengthens local identity, supports creative practice, and responds to community needs. The proposed funding of around £200,000–£250,000 would enable us to commission artists, support community-led projects, and build the local infrastructure and resources needed to ensure meaningful long-term cultural development. In 2026/27 we will open dialogue with Creative Scotland and explore available funding to establish a Culture Collective for West Dunbartonshire over the coming years. Accreditation – Clydebank Museum Page 42
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APPENDIX 2 We will progress work to secure re-accreditation for Clydebank Museum through the Museum Galleries Scotland Museum Accreditation Scheme. Achieving this accreditation demonstrates that we meet nationally recognised museum standards, and supports our ability to access future funding streams, including those restricted to accredited museums. As part of the process, we must evidence compliance with key standards such as strong governance, robust collections management, high-quality public engagement, and effective care and preservation of collections. This renewal will ensure the museum remains well-positioned for ongoing development and future investment. Performance & Strategy Team Strategic Engagement In line with the Council’s Strategic Plan, to ensure our residents are engaged and empowered we will continue to review and strengthen our approach towards strategic engagement with a particular focus on increasing participation from seldom heard voices, improving how we feedback results to the community and partners, and exploring best practice with engagement tools. We will support the Council with budget consultations and continue to gather resident’s views through the Citizens Panel. In 2026/27 we will deliver on the ambitions of the Strategic Planning and Performance Framework and support the Council budget consultation 2027/28. Strategic Planning - 2027-2032 In line with the Council’s approach to strategic planning, work will begin in 2026/27 to identify key priorities for the next five years based on findings from the Strategic Needs Assessment (SNA). The Strategic Needs Assessment is a high-level document and a precursor to the engagement with key stakeholders to develop the new Strategic Plan which will set the vision and direction for Council services over the five- year period of 2027-2032. In 2026/27, we will deliver on the ambitions of the Strategic Planning and Performance Framework and we will progress the development of the Strategic Plan 2027-32. Reduce Performance & Strategy Team Resource The savings options agreed to deliver the 2026/27 budget have resulted in a resource reduction in the Performance and Strategy team. The P&S team is responsible for the Council’s core performance management, strategic planning, public performance reporting, benchmarking, consultation, equality duties and data analysis. The team enables the Council to meet key statutory obligations, including best value and Equality Act requirements, and supports Audit Scotland reporting and funding compliance. With major work on the Strategic Plan 2027-32 required beginning in 2026, reduced staffing will mean prioritising statutory duties, resulting in limited support for operational performance, continuous improvement and delivery planning across services. In 2026/27 we will progress plans to implement the revised team and service provision. Continuous Improvement Page 43
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APPENDIX 2 Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed CCF priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders • strategic workforce actions to address workforce issues identified in the planning process; and • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. 4. Resources Finance Citizen, Culture and Facilities has a revenue budget of £16.630m and no capital budget in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Page 44
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APPENDIX 2 Performance & Strategy 0.266 - 0.266 0 Communications and Marketing 0.323 -0.022 0.301 0 Citizen Service 1.770 -0.221 1.549 0 Libraries 2.043 -0.011 2.032 0 Arts and Heritage 0.303 -0.060 0.243 0 Clydebank Town Hall 0.513 -0.170 0.343 0 Facilities Management 0.677 - 0.677 0 Building Cleaning 2.552 -0.262 2.290 0 Building Cleaning - PPP 1.104 -1.105 0 0 Facilities Assistants 2.903 -0.066 2.837 0 Events 0.113 -0.093 0.020 0 Catering Services 6.953 -0.958 5.994 0 School Crossing Patrollers 0.074 - 0.075 0 Total 19.601 -2.970 16.630 0 Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2026) are as follows: Service Area Headcount FTE Communications & Sales 5 5 Customer Services 39 32.4 Facilities Management (Including Town Hall) 564 358 Libraries 58 37.4 Arts & Heritage 4 3.5 Performance & Strategy 4 3.6 Page 45
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APPENDIX 2 Absence in 2025/26 The quarterly absence statistics for Citizen, Culture and Facilities are shown below together with the Council average for the same periods for comparison. The figures have been higher than the Council average for 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Citizen, Culture and Facilities 8.78% 6.53% 9.47% 9.94% 20.34 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 TOTAL 674 439.9 Page 46
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APPENDIX 2 Appendix 1: Action Plan 1. Our Communities Objective 2. Our residents health and wellbeing remains a priority Performance Indicator Target 26-27 Owner % of pupil medical dietary requests met 100% Sharon Jump % of pupils who take up free school meals (P1-7) 75% Sharon Jump Number of attendances per 1,000 population for indoor sports and leisure facilities 6200 John Anderson Action Due Date Owner Participate in the Council wide Good Food Nation Plan 31-Mar-2027 Sharon Jump Objective 3. Our residents are supported to increase life and learning skills Performance Indicator Target 26-27 Owner Total number of visits to funded and part funded museums and heritage centres (in person & virtual) 106,500 Lauren Crooks % of adults satisfied with museums and galleries 80% Lauren Crooks Total number of library visits (physical and virtual) 552,000 Stephen Daly Total number of library issues (physical and e-issues) 220,000 Stephen Daly % of adults satisfied with libraries 75% Stephen Daly Page 47
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APPENDIX 2 Action Due Date Owner Plan and agree heritage activity programme for Glencairn House 31-Mar-2027 Lauren Crooks Progress next phase of planning for future decant of WDC collections to Strathleven 31-Mar-2027 Lauren Crooks Launch public access to local history and archive collections 31-Mar-2027 Lauren Crooks Open dialogue with Creative Scotland to establish a Culture Collective for West Dunbartonshire 31-Mar-2027 Lauren Crooks Progress and gain re-accreditation for Clydebank Museum 31-Mar-2027 Lauren Crooks Embed new Libraries strategy. 31-Mar-2027 Stephen Daly Contribute to the planning, decant and relocation of Library Services to Strathleven Pl 31-Mar-2027 Stephen Daly Launch Glencairn House programme of Library activities. 31-Mar-2027 Stephen Daly Provide recommendations following Library Services consultation 31-Mar-2027 Stephen Daly Prepare for assessment under National Libraries Service Framework 31-Mar-2027 Stephen Daly 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Workforce Planning; Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2027 All Managers Workforce Planning; Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2027 All Managers Workforce Planning; Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2027 All Managers Page 48
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APPENDIX 2 Action Due Date Owner Workforce Planning; Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator Target 26-27 Owner % of complaints received by the Council that are resolved at Stage 1 90% Stephen Daly % of complaints received by the Council that are resolved at Stage 2 10% Stephen Daly % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 90% Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 90% Stephen Daly Residents satisfaction with Council services overall 70% Lauren Crooks Action Due Date Owner Embed new Contact Centre telephony platform. 31-Mar-2027 Stephen Daly Implement Contact Centre revised team and service provision 31-Mar-2027 Stephen Daly Following Facilities Management service redesign, embed new ways of working 31-Mar-2027 Sharon Jump Consider the options to develop an FM training academy and apprentice programme 31-Mar-2027 Sharon Jump Implement Performance & Strategy revised team and service provision 31-Mar-2027 Lauren Crooks Adjust West Dunbartonshire Leisure Trust management fee 31-Mar-2027 Amanda Graham Page 49
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APPENDIX 2 Risk Description Current Assessment Target Assessment Owner Risk of failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. Stephen Daly Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. Stephen Daly Objective 12. Our residents are engaged and empowered Performance Indicator Target 26-27 Owner % of residents who are satisfied with the Council website 80% Stephen Daly % of stage 1 complaints responded to within 5 working days. 100% Stephen Daly % of stage 2 complaints responded to within 20 working days. 100% Stephen Daly No. of transactions undertaken online 59,000 Stephen Daly % of residents who feel the Council communicates well with them 60% Lauren Crooks Action Due Date Owner Upgrade Content Management System 31-Mar-2027 Stephen Daly Review website accessibility to ensure it complies with regulations 31-Mar-2027 Stephen Daly Page 50
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APPENDIX 2 Action Due Date Owner Progress plan to enhance intranet accessibility 31-Mar-2027 Stephen Daly Develop a communication plan to support budget savings initiatives for 26/27 31-Mar-2027 Lauren Crooks Prepare a communications plan to support service changes 31-Mar-2027 Lauren Crooks Support the West Dunbartonshire budget consultation for 27/28 31-Mar-2027 Lauren Crooks Deliver on the ambitions of the Strategic Planning and Performance Framework 31-Mar-2027 Lauren Crooks Progress the development of the Strategic Plan 2027-32 31-Mar-2027 Lauren Crooks Risk Description Current Assessment Target Assessment Owner Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. Lauren Crooks Page 51
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People and Technology Corporate Services Committee: 27 May 2026 Subject: People and Technology Delivery Plan 2025/26 - Year-end Progress and Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee note the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 9 Page 53
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4.3 The progress of the Plan’s 23 actions is summarised below: Progress No. (%) Completed 22 (96%) Overdue 1 (4%) 4.4 Overdue actions relate to the following and will be carried forward and progressed in 2026/27: • Continue to develop the Council and HSCP response to power resilience arrangements - 75% complete 4.5 Year-end data is available for 9 of the Plan’s 9 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 5 (55.5%) Target significantly missed 4 (44.5%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 7 (87.5%) Improved over longer term (or maintained high level of performance) 7 (87.5%) 4.6 Where target was significantly missed, this relates to the following PI’s: • % employee attendance improvement rate (teachers and local government); -1.3% against a target of 1%. • % of our workforce who have declared a disability; 1.6% against a target of 2.2%. • % of our workforce who have stated they are LGBT; 1.4% against a target of 2.5%. • % of Council employees who feel valued in the workplace; 40% against a target of 75%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process. 2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: Business Support (including Corporate Administration Support; Transactional HR and Pay) Page 54
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• Implement statutory pay and pension changes • Undertake annual payroll audit • Further explore automation to expedite payments • Review leadership support ICT • Further secure the Council’s technology infrastructure • Implement next phase of Microsoft 265 SharePoint and One Drive • Develop further cyber logging strategies to support Managed Detection and Response (MDR) technology • Complete review of devices due to be replaced • Review and explore next generation technologies including Artificial Intelligence (AI) agents People & Change • Implement the Fit for Future review of Sickness Absence process and procedure • Continue to embed key Health and Safety practices. – Prioritise cross skilling in and developing team knowledge of Health Surveillance. • Refine spending plans to support workforce development in light of the reduction in Corporate Training Budget • Prioritise digital improvements to Strategic HR service delivery. • Progress the plan to mainstream digital transformation across the Council Resilience • Maintain and manage the review process for Council and HSCP Core Plans • Manage and oversee the Business Continuity Process for the Council and HSCP • Continue to develop the Council and HSCP response and power resilience arrangements 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis Page 55
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7.1 Failure to deliver on the actions assigned to People and Technology may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Victoria Rogers Service Area: People and Technology Date: 23 April 2026 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: People and Technology Delivery Plan 2025/26 - Year-end Progress Appendix 2: People and Technology Delivery Plan 2026/27 Background Papers: People and Technology Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 People and Technology Delivery Plan 2025/26 Mid-year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 56
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Unmarked Appendix 1 - P&T Delivery Plan Year-end Progress 25/26 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of ICT helpdesk incidents fixed with half day of being logged. 78.03% 80.73% 70% Target exceeded with continued improvement. Overall, 13622 ICT helpdesk incidents were resolved within a half day of being reported. The target for 26/27 will increase to 75%. James Gallacher % of our workforce who have declared a disability 1.4% 1.6% 2.2% Target missed although we have seen a slight increase in those who have disclosed this information. Action continues to encourage Louise Hastings ITEM 9 - APPENDIX 1 Page 57
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Unmarked Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note employees to provide equalities data. % of our workforce who have stated they are LGBT 1.3% 1.4% 2.5% Target missed. Performance has marginally increased. The data for LGB and Trans are collated separately and therefore have been reported separately. These figures are a % of the total workforce. Louise Hastings % of our workforce who are from a Black minority ethnic group 0.7% 1% 1% Target met showing an increase in those who have disclosed Black minority ethnic group. Louise Hastings Disability pay gap -0.2% -0.15% 10% Target met. Total workforce who have declared a disability average hourly rate is £20.35. Total workforce who have declared no disability average hourly rate is £20.32 Louise Hastings The percentage of the highest paid 5% employees who are women 62.2% 64% 50% Performance exceeds target. A slight increase from previous year in the number of women within the top 5% highest paid. Louise Hastings Page 58
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Unmarked Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Gender pay gap 0.04% -0.66% 3% Target exceeded. Female average hourly rate is £21.22 and Male average hourly rate is £21.08. Louise Hastings % employee attendance improvement rate (teachers & local govt.) -4.3% -1.3% 1% Target missed. It is encouraging to note that the improvement rate was positive in Q1 and Q2 of 2025/26 however significant increases in sickness absence, particularly in Q4 of the year have meant that the target has not been met. Supporting employee wellbeing remains a key focus of the Council with the current Fit for Future programme focussed on identifying process improvements which will further aide policy compliance. Employee supports continue to be communicated to the workforce with additional improvements to the workforce console identified to aide managers in the Louise Hastings Page 59
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Unmarked Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note effective management of sickness absence. Percentage of Council employees who feel valued in the workplace 45% 40% 75% The target has been missed this year and is reflective of challenges being reported in the wider public sector. Whilst the decline is disappointing, given the ongoing financial challenges that the Council faces and the associated pressures on services, it not unexpected. In their "Analysis of the Public Sector Workforce - September 2025" report, the Chartered Institute of Personnel and Development (CIPD) found that despite strong motivations to serve the public, employees report that workload pressures and resource constraints can impact employee morale. Louise Hastings Page 60
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Unmarked Action Status Progress Due Date Note Owner Maintain and manage the review process for Council & HSCP Core Plans 31-Mar-2026 Action Complete. Multi agency exercises for West Dunbartonshire Councils 3 Control of Major Accident Hazards (COMAH) sites successfully completed. Report & Recommendations for all 3 COMAH Sites shared as required, with Health & Safety Executive (HSE), Scottish Environmental Protection Agency (SEPA) and other relevant partners. All Internal & External Emergency Plans and Multi-Agency Incident Response Guides (MAIRGs) have been updated. Contingency Planning Liaison Group (CPLG) has now been established for all 3 COMAH Sites. Scott McFarlane Manage and oversee the Business Continuity Process for the Council and HSCP 31-Mar-2026 Action Complete. Plan reviewed and updated with new sections added to the BCP template in relation to Power Resilience. The Business Impact Analysis (BIA) has been updated to align with the 4 main risks of disruption. This information will then be transferred to the SRG Essential Services document to assist the SRG during an incident. All BCP workshops have been completed, these include an overview of the Civil Contingencies Act, talk Scott McFarlane Page 61
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Unmarked Action Status Progress Due Date Note Owner through the BC Plan and a few scenarios. Continue to develop the Council and HSCP response and power resilience arrangements 31-Mar-2026 Action is ongoing. Provision of resilient communications has progressed with the 2nd Antenna installation completed along with further testing. Some additional work by Raynet, the third- party provider is required to complete the system. A second SRG Power Resilience workshop has taken place to discuss and progress all related work and actions. There are a number of actions that require to be progressed before undertaking an exercise. Power resilience is a complex and evolving area of work. No local authority can be fully prepared for a national power outage; however, mitigation and preparedness activity continues to be strengthened. A national power outage presents a range of uncertainties requiring proportionate planning and assurance. Work is ongoing to ensure that the Council & HSCP are best prepared. Scott McFarlane Further secure the next phase of the Council’s technology infrastructure 31-Mar-2026 Action complete. The final on premise data will be migrated in April 2026. James Gallacher Page 62
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Unmarked Action Status Progress Due Date Note Owner Deliver next phase of fit for purpose bandwidth capacity to all Council locations 31-Mar-2026 Action complete. This project has been completed as anticipated with 80 council sites migrated to new SWAN2 network. These upgrades have increased bandwidth capacity across the council network and improved network performance. James Gallacher Develop and Implement next stage of Microsoft 365 roadmap 31-Mar-2026 Action complete. This transformational project has progressed well with over 70% of services now migrated to SharePoint and One Drive. The final Service roll out will be completed before the end of 2026. James Gallacher Complete review of ICT devices due to be replaced 31-Mar-2026 Action complete. All key workstreams completed on time and services provided with modern, robust and fit for purpose laptops and PC's. James Gallacher Review and explore next generation technologies 31-Mar-2026 Action complete. We have enabled use of artificial intelligence, note taking and automation tools across the council, allowing employees to increase productivity and reduce manual tasks. James Gallacher Progress the plan to mainstream digital transformation across the council 31-Mar-2026 Action complete. Highlights including digital themes to support in upskilling digital skills in the workforce. A digital themed Senior Manager Network (SMN) event and engagement of workforce including elected members, operational employee and senior Louise Hastings Page 63
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Unmarked Action Status Progress Due Date Note Owner leadership in the development of a Data Strategy. Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action complete. To support P&C restructure transition, we developed and delivered wellbeing sessions and did a review of purpose and scheduling of P&C team meetings. These changes will help to ensure that team development and wellbeing is supported within the reduced capacity of the new team structure. Louise Hastings Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 Action complete. New role profiles developed and tested. Implementation will commence in 2026/27 with approach being considered in light of reduced resource available. Louise Hastings Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 Action complete. ICT restructure completed in line with SOM compliance. Louise Hastings Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action complete. Strategic Human Resources, HR Connect and Payroll are in process of migrating to M365 and Sharepoint, team meetings have taken place to develop teams awareness of Louise Hastings Page 64
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Unmarked Action Status Progress Due Date Note Owner functionality and support resources shared to develop skills. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Workforce Management System not fit for purpose There is a risk that the WMS system is not fit- for-purpose thereby requiring manual workarounds restricting the level of automation impacting on efficiencies 01-Apr- 2026 The system remains to contain issues that requires the users to engage in workaround making it not as robust as one would expect. This is unlikely to change. No change to risk matrix Arun Menon Challenges in protecting the Health and Safety of Employees and Others Failure to meet the Council’s duty to protect the health, safety and welfare of its employees and other people who might be affected by its business 07-Apr- 2026 The Corporate H&S team continue to review and streamline key service areas, including safety standards, training, and health surveillance in partnership with OH and managers. They oversee workplace inspections, audits, risk assessments, fire safety management, and specialist monitoring across the Council. Regular reporting to PMRG has strengthened management engagement and led to a significant reduction in overdue actions, supporting a more Louise Hastings Page 65
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Unmarked Risk Description Current Assessment Target Assessment Date Reviewed Note Owner proactive approach to health and safety. No change to risk matrix. Complexities in ensuring an appropriately resourced and resilient workforce Failure to ensure that there is an appropriately resourced and resilient workforce in place to meet future organisational needs, in effectively executing the Council’s 2022-27 Strategic Plan. 08-Apr- 2026 Workforce Planning Strategy in place for 2022-2027. People First Strategy is in place covering 2022-2027 and this is a consolidation of a number of areas: well-being, employee engagement, workforce planning, learning and development and digital. WDC are recognised as leading in terms of adapting flexible working practices. Wellbeing resources remain in place and absence is closely monitored, with stress and minor ailments being the most common causes. Employee communication continues through multiple channels, though engagement levels have declined amid financial pressures and organisational restructuring. Digital transformation is Louise Hastings Page 66
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Unmarked Risk Description Current Assessment Target Assessment Date Reviewed Note Owner progressing through M365 SharePoint and the Fit for the Future programme to improve efficiency and wellbeing processes, supported by digital learning resources. Reductions in people support functions have increased pressures on service delivery. No change to Risk Matrix Keeping abreast of developments in the innovative use of Information Technologies Failure to keep pace with changing technology environment 07-Apr- 2026 The Council is delivering a range of digital and service improvement initiatives, including the replacement of its telephony system with a cloud- based contact centre and continued investment in cloud services such as Microsoft SharePoint and OneDrive. Microsoft Copilot Chat has been introduced to support employee productivity, with further AI solutions and automation under development. ICT has strengthened digital infrastructure through the completion of the SWAN network upgrade and enhanced James Gallacher Page 67
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Unmarked Risk Description Current Assessment Target Assessment Date Reviewed Note Owner internet and data centre capacity. New support services, including an ICT live chat function, have been well received, while technology pilots such as AI notetaking and new finance and planning systems continue to support service transformation. No change to risk matrix. Threat of Cyber- attack Data, systems and/or infrastructure are impacted as result of security attacks which are increasing in number at a time when this threat is already placing demands on resources to deliver increased levels of security controls. 07-Apr- 2026 Cyber security continues to present a high and inherent risk for the Council due to sustained and increasing levels of targeted attacks across the UK public sector, including recent incidents affecting Scottish local authorities. The threat landscape is evolving, driven by geopolitical tensions, particularly state-sponsored activity, and the growing sophistication of attack methods such as ransomware, advanced persistent threats, phishing, and social engineering. The increased adoption of emerging technologies, including artificial James Gallacher Page 68
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Unmarked Risk Description Current Assessment Target Assessment Date Reviewed Note Owner intelligence, alongside reliance on third-party suppliers, further expands the Council’s risk exposure. To mitigate these risks, the Council is maintaining a strong focus on proactive cyber resilience measures. This includes the implementation of enhanced cyber incident detection and response capability, continuous improvement of vulnerability and patch management, strengthened backup and disaster recovery arrangements, and ongoing staff awareness through training and simulated phishing exercises. Regular engagement with ICT security partners and adherence to national guidance and standards ensures continual assessment and improvement of the Council’s cyber security posture. Progress continues in line with the Public Sector Action Plan and Public Sector Network compliance requirements, with Page 69
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Unmarked Risk Description Current Assessment Target Assessment Date Reviewed Note Owner sustained vigilance aligned to National Cyber Security Centre and Scottish Government guidance. No Change to Risk matrix Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Status Progress Due Date Note Owner Implement CAS team reduction and adjust service provision 31-Mar-2026 Action complete. This has now been delivered, and budget has been adjusted for start of the FY 2025/26. Arun Menon Undertake annual Payroll Audit 31-Mar-2026 Action completed as planned. Arun Menon Implement statutory Payroll changes 31-Mar-2026 Action complete. New financial year statutory payroll updates implemented. Arun Menon Progress outsourcing of Print Room 31-Mar-2026 Action complete. The migration is progressing well with templates being shared with supplier. It is likely the print work will commence after Council Tax Annual Billing in April 26. Arun Menon Implement ICT revised team structure and adjust service provision 31-Mar-2026 Action complete. Secondment/Development opportunity in the Applications Team complete with James Gallacher Page 70
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Unmarked Action Status Progress Due Date Note Owner secondment commencing October 2025. Review and implementation of the roles needed within Device Team completed September 2025. Review of overlapping roles and responsibilities across Server and Applications Teams progressing. Changes relating to SOM approved at PMRG on 22nd September. Implementation planning in progress. Implement the Fit for Future programme of reviews. 31-Mar-2026 Action complete. The FfF review focused on the corporate 'supporting employee wellbeing' process. Review of the Return to Work (RTW) process is complete, and improvements will be implemented from 01/04/26. Louise Hastings Continue to embed key Health and Safety practices. 31-Mar-2026 Action complete. The Corporate H&S team have completed KPI's for quarters 1 and 2 in line with our corporate plan for 25 -26 and are moving on to the Plan for 26-27. Louise Hastings Improve employee life cycle and optimise employee development opportunities 31-Mar-2026 Action complete. Learning opportunities across skills passports and digital learning have been reviewed, updates made where required, promotion of national materials has been completed where appropriate to ensure alignment Louise Hastings Page 71
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Unmarked Action Status Progress Due Date Note Owner and is being incorporated into next years planned activity. Role of Digi Champs has been utilised through M365 project and a more targeted approach for the group's support is being planned for next year. Implement People & Change Team Restructure including reduction of Organisational Development Team 31-Mar-2026 Action complete. Impact of review complete and service delivery plan for 26/27 planned accordingly to reflect reduced resource levels. Louise Hastings Undertake a strategic review of job profiles across the Council 31-Mar-2026 Action complete. Template has been developed and tested. Soft launch completed through live service redesigns, implementation plan will be carried out in 2026/27 to take account of resource restrictions. Louise Hastings Action Status Cancelled Overdue Not on track In Progress and on track Completed Page 72
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Unmarked PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No change Getting worse Short Term Trends Improving No change Getting worse Page 73
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2026-27 DELIVERY PLAN People and Technology ITEM 9 - APPENDIX 2 Page 74
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Contents 1. Introduction ............................................................................................................................................................................2 2. Performance Review .............................................................................................................................................................2 3. Strategic Assessment ............................................................................................................................................................6 4. Resources ........................................................................................................................................................................... 14 Appendix 1: Action Plan ................................................................................................................................................................. 17 Page 75
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1. Introduction People and Technology comprise a wide range of services covering Strategic HR, Organisational Development, Change and Digital, ICT, Transactional Services (HR advice, pensions and pay), Health, Safety and Risk and Organisational Resilience. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee bi-annually, at mid-year and year-end. 2. Performance Review The management team completed a detailed review of 2025/26 performance, focusing on the following: • 2025/26 Delivery Plan year-end progress; • Local Government Benchmarking Framework (LGBF) comparative data; • National Digital Office programmes; • Cabinet Office and Scottish Government Security compliance and guidance; and • Continuous Improvement. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements 2025/26 Transactional Support • Completed annual payroll audit and associated corrections. • Processed Local Government Employees; Teachers and Chief Executive pay awards inclusive of significant and complex arrears element. • Processed backdated salaries for a number of large-scale restructures and evaluations with complex arrears. • Implemented new Disclosure Scotland Act requirements Council wide. Page 76
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• Continued improvements and development of all HR and Payroll online forms and automation efficiencies from associated systems. • Supporting the implementation of Resource Booker for Facilities Management Service. • Implementation of HR21 upgrade to V5 with associated online training. • Continued development of online forms across new process areas, enhancing data consistency and streamlining the data collection and processing workflows. • Continued cross-training teams across multiple functions, enhancing team resilience against a backdrop of reduced resources and increased workload. ICT • Completed the Scottish Wide Area Network (SWAN2) project by installing fit for future bandwidth at 80 Council sites including upgrading the main data centre and internet lines. • Upgraded main core network switches at Aurora data centre alongside installation of new firewalls to enhance security and improve data throughput across the Council network. • Implemented new telephony platform. The project has been highly successful, with all Council landline numbers migrating to the new BT cloud solution. As part of the project, a new Council Contact Centre is now operational, providing enhanced functionality that will improve communication with citizens. • Completed Multi-Function Device (MFD) project by deploying new machines across Council offices. • Introduced cross-organisation network access for NHS employees in Council buildings. • Migrated Corporate and Education services to Microsoft 365 technology. • Introduced Artificial Intelligence (AI) tools CoPilot and MS Teams Transcription across the Council. • Implemented a new Cyber Incident and Response System to enhance protection of Council infrastructure. • Introduced a new live chat support feature to connect users to ICT support analysts in real-time. • Upskilled ICT employees with industry-standard training in infrastructure, 365, applications, device, and cyber security fields. • Restructured ICT service to ensure SOM compliance and service delivery improvements. • Provided work placements in ICT for young citizens of West Dunbartonshire via W4U Thrive and Education Career Ready programmes. People and Change • Funding secured and work commenced on development of Council Data Strategy; the strategy will provide a foundation and roadmap for data to be used as a strategic asset and unlock insights that have been blocked due to siloed, legacy systems. Page 77
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• New approach to Fit for Future launched with a focus on corporate processes. • Content of Learning and Development programme reviewed and average rating from participants was 4.7 out of 5. • Health and Safety enhanced H&S committee reports with improved data and visuals, completed occupational noise risk assessments, and delivered service audits against WDC Safety Management Standards. • Promotion of Paid Work placements within Council services has resulted in entry level talent pool in a number of key services. Business Resilience • Supported a range of minor events and major incidents across the local area, working in support of multi-agency partners. • Organised & facilitated Control of Major Accident Hazards (COMAH) exercises for WDC three COMAH Sites. • Refreshed business continuity arrangements, working closely with services in focus group scenarios. • Completed installation of a second antenna, phase 2 of the Raynet communications coverage, the first of its kind in Scotland, and providing resilient communications in the event of an emergency/incident resulting in power outage. Key Challenges in 2025/26 Resilience/ Capacity Challenges • Across People and Technology, there are a range of challenges linked to a continuing and increased demand for support, and a reliance on technology which is anticipated to be an ongoing pressure in future years. The workforce levels are now outstripped by service demands. Over the last few years, we have encouraged services to become more self-reliant by introducing self-serve and developing automation of key processes to promote efficiency in time-consuming tasks, however, buy-in from wider service areas has been slow. Similarly, the take up of service champions to assist with key priorities, such as digital transformation, has been a challenge with significant improvement required to support change. In 2026/27 we will continue to promote automation and self-reliance. Transactional Services Challenges • Operational demands with restructuring and evolution of the Council establishment requires increased input and associated transactional processing from small Council wide supporting teams. • HMRC statutory requirements for Salary Sacrifice Payrolling creating more work. • Employment Rights Act will significantly change the operational requirements and associated employment rights with HR and Payroll system updates required. Page 78
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• Introduction of iConnect reporting for Teachers’ pension scheme to Scottish Public Pension Agency. • Demands on operational centres of expertise are increasing, with statutory requirements taking priority. However, ongoing Council transactional demands persist, creating pressure and conflicts that require service expectations to be re-evaluated. • CAS is experiencing a significant loss of talent, creating critical capacity gaps. Internal movement and limited internal applicant pools mean that most new recruits are external, resulting in longer onboarding and training periods. This impacts service continuity and increases the risk of delays in operational delivery during peak periods. Recruitment is underway, but the dependency on external hires prolongs the time required to restore full capability. People and Change Challenges • Ongoing financial pressures are driving increased restructures, placing further strain on Strategic HR; while mitigations and digital improvements are in place, significant changes arising from the Employment Rights Bill add complexity and will significantly limit wider service development, as already seen with the People First strategy. • The change in focus of Fit for Future to corporate processes, will identify efficiencies in the process for managers however it is anticipated that the improvements relating to data and insights will assist in policy compliance, in turn this may increase demand on the Strategic HR further. To mitigate against this, part of the review includes reviewing the supports in place that enable managers to self-serve. • While there is increasing demand for digital solutions, limited corporate capacity and operational pressures mean there is a risk that employees do not develop the skills needed to use these tools effectively; services embedding digital skills development into workforce planning is key to ensuring value is realised. • Health & Safety will work to maintain visibility and require support and commitment from senior management whilst looking to ensure compliance with statutory and legislative requirements and cross skilling the team members to improve service resilience. • The People and Change team continues to face significant pressure from the pace and volume of organisational change, including supporting employee wellbeing, skills development and engagement alongside major Council-wide initiatives such as Microsoft 365 rollout, restructures, all within a context of limited resources and increasing workload. These factors are impacting employee wellbeing, engagement and industrial relations, intensifying the role of the team, and creating a retention risk for Strategic HR as team members can progress to external roles that may offer fewer pressures and greater resources. Page 79
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ICT Challenges ▪ Cyber security risk: Managing an increasingly complex threat landscape, including modern cyber-attacks alongside traditional risks such as physical access breaches, social engineering and impersonation. This requires a layered approach spanning technology, processes and workforce awareness. ▪ Resource constraints and service delivery: Reduced ICT resources require adjustments to the service delivery model with improved technology allowing capacity to be directed. There is still a reliance on capital-funded roles to support service-led projects. From 31 March 2026, ICT resources will reduce further, leaving a single 3rd Line Network Analyst to respond to critical incidents such as network outages. During these incidents there are options to allocate network support resources from other ICT teams. ▪ Hybrid working pressures: Ensuring laptops are regularly returned onsite and connected to the internal network to maintain security and device health. Sustained growth in demand for ICT support and technology to enable hybrid working, alongside delivery of appointment-based support, service desk telephones, live chat and walk-up Tech Bar. ▪ Data resilience and cost pressures: Defining and maintaining robust backup strategies while managing data growth and storage costs during a period of heightened cyber threat and ongoing budget constraints. ▪ Revenue cost growth: Increasing revenue pressures as suppliers continue to move from capital-based licensing models to recurring revenue-funded arrangements. ▪ Skills and training: Significant challenges in maintaining appropriate technical and cyber skills following a 60% reduction in the central ICT training budget. This has increased reliance on external government cyber funding and free training resources to sustain industry-standard capability across the ICT workforce. Resilience • The power resilience exercise has been delayed as some tasks have taken longer than anticipated to complete due to competing priorities. 3. Strategic Assessment The People and Technology management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. These are summarised below. Key Factors Page 80
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Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within People & Technology, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients, employees and our citizens. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within People and Technology budgets identified as being more susceptible to fluctuations include; ICT Computer Software, due to technological updates, enhancements, security updates, integration, user base growth, regulatory compliance and inflation. Transactional Support Automation of Processes and Information Provision Many employees across the Council are employed in manual processes and information provision, such as processing invoices and updating transactional spreadsheets. Many such processes can be automated, providing benefits such as faster service delivery, improved quality and greater flexibility, as well as enabling employees to refocus on more complex and meaningful tasks rather than those that are repetitive and mundane. Progress on this action will be reported within Resources Delivery plan. Payroll Page 81
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It is critical to ensure that employees are paid contractual and non-contractual payments accurately, in accordance with Terms and Conditions of service, and in a timely manner. In 2026/27 we will continue to ensure compliance with all statutory requirements and timelines. Annual actions include payroll audit and implementation of statutory payroll changes. Review Leadership Support following transfer to CAS The savings options agreed to deliver the 2026/27 budget have resulted in a review of the Leadership Support Team. The Leadership Support Team provides administrative and personal assistant support to the Chief Executive and Chief Officers of the Council. There are synergies between the work of the Leadership Support Supervisor and that of Corporate Administrative Support Team Leaders. Additionally, the introduction of AI-enabled transcribing of meetings and other digital solutions is likely to reduce demand in Leadership Support Team, enabling the streamlining of work. The team has now transferred to the Corporate Administrative Support, in advance of the saving option to reduce the number of Supervisor/Team Leader posts required. ICT 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 Infrastructure and Technology The Council has invested heavily in Microsoft 365 cloud services and has made significant progress on associated projects throughout 2025/26. Phase 1 service areas have been migrated to SharePoint and OneDrive, and the main deliverable in 2026/27 is to complete migration for the remaining Council services and partner organisations Valuation Joint Board (VJB) and Health and Social Care Partnership (HSCP). During 2026/27, our improvement programme will continue with the replacement of infrastructure switches at Council sites. This project will enhance network performance throughout each upgraded site. In addition, wireless technology will be upgraded further to deliver Wi‑Fi 6 capability across Council locations. Cloud technology will continue to gather pace throughout the year as the Council strengthens resilience and implements improved backup and disaster recovery arrangements. Page 82
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Cyber Security As reliance on digital technology continues to grow, so does the importance of protecting the systems and data that support vital Council services. Local government is increasingly a target for cyber threats, and the organisation is committed to staying ahead of these risks. The Council has made significant investments in cyber security, both in technology and in training for 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 technology. To improve security and lower cyber-attack risks, the Council has implemented a Managed Detection and Response (MDR) system. This upgrade boosts cyber protection, enables new logging strategies through 2026/27, and supports ongoing infrastructure security. AI Adoption and Future Strategy The Council is accelerating the integration of Artificial Intelligence (AI), automation, and advanced machine learning to enhance efficiency and resilience. AI tools such as Copilot are becoming standard across service areas with adoption increasing, providing virtual assistance as resources tighten and workloads grow. Key Developments: • Enhanced Copilot 365 versions will be deployed in 2026/27, enabling employees to streamline processes and boost productivity. • Next generation AI Agents will be explored by People and Technology teams. These intelligent systems can autonomously perceive, reason, make decisions and act to complete tasks often without direct employee intervention, unlocking further automation opportunities. Strategic Impact of AI use: • Improved operational efficiency and resilience. • Reduced manual workload for employees. • Foundation for future innovation through autonomous AI-driven processes. ICT Device Review Project 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. In 2026/27 we will complete review of devices due to be replaced and plan for significant Chromebook device replacement throughout Education for 2027/28. Page 83
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ICT Resources The savings measures agreed to deliver the 2026/27 budget have resulted in further reductions in ICT resources, leading to continued loss of experience, skills, and knowledge within the team. ICT provides centralised services across the Council and its partners, including the HSPC, West Dunbartonshire Leisure Trust, and the VJB. These services include the delivery and support of network infrastructure, enabling hybrid access to critical business systems such as finance, social care, and housing. Additionally, ICT supports all schools and early years establishments to ensure technology for learning and teaching is maintained, assisting teachers and young people in achieving educational outcomes. The reduction in resources will inevitably lead to changes in service delivery and longer response times to outages. In 2026/27, ICT will continue to review team structures and adjust service provision to align with reduced capacity, while prioritising critical services and maintaining compliance with security and operational standards. Progress will be reported within ICT Workforce Plan. People and Change Fit for Future Reviews (FfF) and People First Strategy A new approach to Fit for Future was adopted in 2025/26 with a particular focus on corporate processes, the first of which was sickness absence. This is in line with the next stage of the employment life cycle outlined in the People First Strategy i.e. retention and development and will be the focus of strategy work in 2026/27. Using the same range of service design tools, the corporate focus will mean that efficiencies can be achieved across the Council with data being utilised to measure where the efficiencies arise and the associated saving. In relation to sickness absence, it is anticipated that duplication of effort will be identified and removed, online forms will be improved and changes to further aid managers to effectively self service will be identified. Furthermore, opportunities to utilise AI will also be explored as will ways to improve the data insights gathered on sickness absence. Over time, as more processes are reviewed a clear path will be visible as to where the changes have had an impact. This approach also means that the benefit will be realised Council wide and aid services in identifying where similar improvements and changes could be adapted for their own processes, essentially providing a blueprint for change. Enhancing Digital Service Delivery Following the completion of the People and Change restructure in 2025/26, Strategic HR is prioritising digital service improvements to offset reduced team capacity, including greater self‑service for managers, expanded use of automation and AI, improved intranet content, and increased channel shift towards a chatbot as the first point of contact. These changes are Page 84
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intended to free capacity to focus on high‑demand areas such as restructures linked to savings, complex employee relations cases, and upcoming Employment Rights Bill changes, whilst activity post restructure in the OD team will concentrate on core service delivery. Health & Safety The team will continue to target the ongoing delivery of our annual H&S plan as, through this, we have identified the necessary priorities for the team to ensure ongoing Council compliance with statutory requirements and best H&S practice. Poor H&S practice creates significant risk for the Council both in terms of financial and reputational damage. Work will continue through this programme of delivery to ensure that the team are cross skilled in key areas of work to support team resilience, particularly in relation to Health Surveillance. Transformation and Continuous Improvement Digital Transformation Key areas for the coming year will be the continued roll out of Microsoft 365, whereby ICT and the Change and Digital 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). In addition, work to build the data skills and knowledge in the Council will continue with the Change and Digital team promoting learning opportunities available through Scottish Government’s Digital Skills Academy and other providers as appropriate. This work will be strengthened 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, ensuring that the insights gained from data within the Council are meaningful and evidence based. Work will continue through the workforce planning process to ensure that services are continuing to consider development needs in relation to data and digital solutions. The level of resource available to progress this work Council wide will likely have an impact on the pace of change and whilst some digital solutions can be implemented quickly, there is a risk that the realisation of benefits could be hampered if services don’t drive forward changes in behaviour. Support will remain available through the continued roll out of M365/Sharepoint and by ensuring that the work of the Change and Digital team is visible, will demonstrate how service design can be used to drive forward change and provide a blueprint through the Fit for Future programme. This will be complemented by the work being undertaken nationally by Society of Local Authority Chief Executives and Senior Managers SOLACE/Improvement Service with regards to the ‘Digital 2 Be State’ for local government in Scotland. Page 85
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The work will be further strengthened through the development and implementation of the Data Strategy which will provide the foundations to ensure that services are able to maximise the insights gained from data and remove barriers created by legacy systems. We will also continue to support development of the Workforce Management System (WMS) to aid wider process and digital transformation and continue to develop automations within transactional processes through collaborative practice, service design and maximising digital practice. Technology is developing quickly and the Council needs to ensure that they keep pace in order to capitalise on the benefits this brings to service improvement, costs and delivery. This must be looked at collaboratively with users and employees to ensure understanding, best practice and skills required. In 2026/27 we will continue to progress our plan to mainstream digital transformation across the Council. Corporate Training Budget The savings options agreed to deliver the 2026/27 budget have resulted in a reduction to the Council's corporate training budget. It funds workforce development activities such as i-learn modules, leadership programmes (Modern Leaders, Inspiring Leaders), and digital tools. In addition, it supports specific needs including retraining displaced employees and service-driven requests identified through workforce planning. The reduction of £15,000 reduces the level of support available. Business Resilience Service Core Plans The Civil Contingencies Officer has continued to support West Dunbartonshire’s resilience planning, and response arrangements to ensure adequate officers are trained at all levels throughout the Council and HSCP to support the Council’s response to any incident within West Dunbartonshire. Various plans have been developed and are reviewed annually; these assist with the Councils readiness to respond to emergencies and other unplanned events. In 2026/27 we will continue to maintain and manage the review process for Council & HSCP Core Plans, this will include an exercise to test the draft incident response plan for relocation of residents following evacuation in care homes. Business Continuity This includes managing the Council and HSCPs Business Continuity Plans (BCPs), this process is typically reviewed on an annual basis or following an incident or an event to ensure they remain fit for purpose. All BCPs essentially feed into the Strategic Business Continuity plan to provide reassurances to Chief Executive and Chief Officers that essential services have been considered, and adequate risk measures are put in place to minimise disruption. In 2026/27 an updated Business Impact Analysis (BIA) will be added, this will produce a definitive list of all Council & HSCP Essential Services, in order of priority. Page 86
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Incident Stand Down guidance will also be included in this iteration. CCS will continue to Manage and oversee the Business Continuity Process for the Council and HSCP. Power Resilience Power Resilience differs from Business Continuity Planning due to the complexities surrounding this risk. The aim of this work is to provide a robust and tested framework for the Council’s Power Resilience arrangements to a National Electricity Transmission System (NETS) failure incident. The purpose of this work is to provide confidence to the Chief Executive and Chief Officers that service managers have considered this risk, applied mitigation measures and raised awareness across their service, especially with employees. In 2026/27 we will introduce a new system to prioritise all Council & HSCP Essential Services, along with a new template to capture them. New Assurance Checklists will detail how each Service will aim to deliver each Essential Service, and at the same time prioritising those most at risk / vulnerable within our community. In 2026/27 we will continue to develop the Council and HSCP response and power resilience arrangements, including processing the testing of the Council/ Raynet project, which includes the installation of two antenna in the local area. A suite of documents to manage and support this response, is also required. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed P&T priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders • strategic workforce actions to address workforce issues identified in the planning process; and • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, Page 87
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contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. 4. Resources Finance People and Technology have a net revenue budget of £11.289m and a capital budget of £0.954m in 2026/27. A breakdown by section is set out below. A significant amount of budget allocated to ICT covers centralised systems. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Transactional 1.083 -0.051 1.032 0 Strategic People & Change 2.062 -0.056 2.006 0.108 ICT 5.986 -0.521 5.465 0.850 Central Admin Support 2.865 -0.078 2.786 0 Total 11.995 -0.706 11.289 0.954 Employees Employee Numbers The headcount and full-time equivalent employees in each section (as of 31st March 2026) are as follows: Service Area Headcount FTE Business Support (Corporate Admin Support, HR & Payroll Service Centre) 113 (HR: 23; CAS: 90) 100 (HR: 20.8; CAS: 79.2) Page 88
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Absence in 2025/26 The quarterly absence statistics for People and Technology are shown below together with the Council average for the same periods for comparison. The figures for People and Technology have been lower than the Council average throughout 2025/26. Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee P&T Service 1.75% 0.26% 1.15% 1.33% 2.95 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 People & Change (Strategic HR, H&S, Risk, Change, OD & Digital) 29 27.2 ICT 55 51.2 TOTAL 197 178.4 Page 89
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Appendix 1: Action Plan 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Performance Indicator 2026/27 Target Owner Percentage of ICT helpdesk incidents fixed with half day of being logged. 75% James Gallacher % of our workforce who have declared a disability 2.2% Louise Hastings % of our workforce who have stated they are LGBT 2.5% Louise Hastings % of our workforce who are from a black minority ethnic group 1% Louise Hastings Disability pay gap 10% Louise Hastings The percentage of the highest paid 5% employees who are women 50% Louise Hastings Gender pay gap 3% Louise Hastings Percentage of Council employees who agree or strongly agree that in general, they feel valued in their role at WDC 75% Louise Hastings % employee attendance improvement rate (teachers & local govt.) 1% Louise Hastings Page 90
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Action Due Date Owner Further secure the next phase of the Council’s technology infrastructure 31 Mar 2027 James Gallacher Implement next phase of Microsoft 365 SharePoint & One Drive 31 Mar 2027 James Gallacher Develop further cyber logging strategies to support MDR technology 31 Mar 2027 James Gallacher Review and explore next generation technologies including AI agents 31 Mar 2027 James Gallacher Complete review of devices due to be replaced 31 Mar 2027 James Gallacher Maintain and manage the review process for Council & HSCP Core Plans 31 Mar 2027 Scott McFarlane Manage and oversee the Business Continuity Process for the Council and HSCP 31 Mar 2027 Scott McFarlane Continue to develop the Council and HSCP response and power resilience arrangements 31 Mar 2027 Scott McFarlane Review Leadership Support function, identify improvements and implement changes 31 Mar 2027 Arun Menon Work jointly with Strategic People & Change to implement changes arising from ERA 2025 31 Mar 2027 Arun Menon Progress the plan to mainstream digital transformation across the Council 31 Mar 2027 Louise Hastings Prioritise digital improvements to Strategic HR service delivery 31 Mar 2027 Louise Hastings Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31 Mar 2027 All Managers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31 Mar 2027 All Managers Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31 Mar 2027 All Managers Page 91
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Action Due Date Owner Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31 Mar 2027 All Managers Risk Description Current Assessment Target Assessment Owner Workforce Management System not fit for purpose There is a risk that the WMS system is not fit-for-purpose thereby requiring manual workarounds restricting the level of automation impacting on efficiencies Arun Menon Challenges in protecting the Health and Safety of Employees and Others Failure to meet the Council’s duty to protect the health, safety and welfare of its employees and other people who might be affected by its business Louise Hastings Complexities in ensuring an appropriately resourced and resilient workforce Failure to ensure that there is an appropriately resourced and resilient workforce in place to meet future organisational needs, in effectively executing the Council’s 2022-27 Strategic Plan. Louise Hastings Threat of Cyber-attack Data, systems and/or infrastructure are impacted as result of security attacks which are increasing in number at a time when this threat is already placing demands on resources to deliver increased levels of security controls. James Gallacher Page 92
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Risk Description Current Assessment Target Assessment Owner Keeping abreast of developments in the innovative use of Information Technologies Failure to keep pace with changing technology environment James Gallacher Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Due Date Owner Implement statutory payroll changes 31 Mar 2027 Arun Menon Undertake annual payroll audit 31 Mar 2027 Arun Menon Review leadership support and explore transfer to CAS 31 Mar 2027 Arun Menon Implement the Fit for Future review of Sickness Absence process and procedure 31 Mar 2027 Louise Hastings Continue to embed key Health and Safety practices. – Prioritise cross skilling in and developing team knowledge of Health Surveillance. 31 Mar 2027 Louise Hastings Implement reduction in Corporate Training Budget 31 Mar 2027 Louise Hastings Page 93
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Corporate Services Committee 27 May 2026 Subject: Regulatory & Regeneration Delivery Plan 2025/26 - Year-end Progress & Regulatory & Regeneration Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 34 actions is summarised below: Progress No. (%) Completed 28 (82%) Overdue 5 (15%) Cancelled 1 (3%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: ITEM 10 Page 95
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• Develop the Local Heat and Energy Efficiency Strategy Delivery Plan - 50% complete • Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground - 25% complete • Explore commercial opportunities in our town centres and wider regeneration sites - 75% complete • Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division - 50% complete • Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams - 75% complete 4.5 Year-end data is available for 16 of the Plan’s 26 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 of 16 (56%) Target narrowly missed 1 of 16 (6%) Target significantly missed 6 of 16 (38%) Performance Over Time (As 4 of the 16 PIs are new for 2025/26, this section relates to 12 PIs) No. (%) Improved over short term (or maintained a high level of performance) 5 of 12 (42%) Improved over longer term (or maintained a high level of performance) 4 of 12 (33%) 4.6 Targets that were significantly missed relate to the following PIs: • Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register - 60% against a target of 95% • Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision - 21.7 weeks against a target of 16 weeks • Planning Applications (Locals - Householder): Average number of weeks to decision - 13.7 weeks against a target of 8 weeks • Planning Applications (Other Locals): Average number of weeks to decision - 9.6 weeks against a target of 8 weeks • Planning Applications (Other Locals): Percentage decided within statutory 8-week timescale - 55.9% against a target of 80% • Percentage of building warrant applications responded to within 20 working days - 62.98% against a target of 95% 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. Page 96
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2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • delivering key regeneration sites across West Dunbartonshire • promoting the next phase of Queens Quay Housing • exploring commercial opportunities in our town centres and wider regeneration sites • supporting town centre revitalisation • finalising the Visitor Levy Scheme • developing a new Economic Development Strategy • developing a Climate Change Strategy and action plan • completing the Local Heat and Energy Efficiency Delivery Plan • implementing the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026 • planning for the Local Government elections in May 2027 • reviewing the Scheme for Establishment of Community Councils • conducting Community Council elections • developing Community Planning • contributing to the Community Learning and Development Plan • providing legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts • Implementing the extension of the statutory duty (Tobacco and Vapes Bill) in line with our enforcement policy • advising businesses re the introduction of Vaping Products Duty and compliance of vaping products • delivering collaborative projects with Trading Standards partners • progressing the Local Development Plan 3 • reviewing the planning pre-application process • completing the installation of the new document management system for Planning and Building Standards • providing training to Environmental Health Officers to respond to the Food (Promotion & Placement) (Scotland) Regulations 2025 • supporting the implementation and development of a new Enterprise Resource Planning System in relation to procurement 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee and Infrastructure, Regeneration and Economic Development Committee (economic development elements only) around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. Page 97
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6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Regulatory & Regeneration may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 29 April 2026 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Year-end Progress Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27 Page 98
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Background Papers: Regulatory & Regeneration Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Regulatory & Regeneration Delivery Plan 2025/26 Mid- year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 99
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Official Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 – Year-end Progress 1. Our communities Our residents’ health and wellbeing remains a priority Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of air quality monitoring stations complying with the national objective for nitrogen dioxide at the nearest building façades of residential properties, schools, hospitals and care homes (40ug/m3 NO2) 100% 100% 100% Target met with all 33 monitoring stations complying with the national objective. Mark Walsh Percentage of highest priority pest control service requests responded to within 2 working days 98% 96% 95% Target exceeded, with 1,156 of 1,190 requests responded to within 2 working days. However, there has been a small decline in the short- and long-term trends. Eilidh Paton Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register New for 2025/26 60% 95% N/A N/A Target missed due to a number of factors. A period of long-term sickness absence reduced team capacity and increased the workload for the remaining two officers. Limited team resilience made forward planning more challenging. In addition, higher-priority work, including illicit tobacco investigations, toy safety issues, a large fireworks seizure, and a number of reports made to the procurator fiscal, Annemarie Clelland ITEM 10 - APPENDIX 1 Page 100
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note required resources to be redirected, resulting in fewer advisory visits being completed. We will look to prioritise these visits in 2026/27 and aim to complete them towards the beginning of the year. Financial impact of disruptive activities carried out by Trading Standards on illegal trading New for 2025/26 Data only PI 2025/26 data available late May 2026. Annemarie Clelland Percentage of businesses brought into compliance by Trading Standards New for 2025/26 75% 2025/26 data available late May 2026. Annemarie Clelland Food Law: Percentage of food businesses in the highest risk category (1 to 6 monthly inspections by Food & Business Group) that were inspected on time 100% 95% 100% While the target was narrowly missed due to significantly reduced resources as a result of long-term absence and a vacancy over the period, performance remains high. Eilidh Paton Food Law: Percentage of food businesses in the high-risk category (12 monthly inspections by Food & Business Group) that were inspected on time 87% 89% 80% Target exceeded and both the short and long trends are improving. Eilidh Paton Food Law: Percentage of food businesses in the medium to low- risk category (>12 Monthly inspections by Food and Business Group) that were inspected on time New for 2025/26 87% 60% N/A N/A Target exceeded. As this is a new indicator for 2025/26, neither short nor long trend data is available this year. Eilidh Paton Page 101
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Official Action Status Progress Due Date Note Owner Implement the requirements of the Digital Markets, Competition and Consumers Act 2024 31-Mar- 2026 Completed as planned. All officers have attended training offered by the Chartered Trading Standards Institute and we continue to attend working groups with colleagues to ensure our application of the legislation is consistent across the profession. Annemarie Clelland Support and advise businesses in relation to the new Tobacco & Vapes Bill 2024 31-Mar- 2026 Completed as planned. Trading Standards Officers have contacted all traders registered with the Scottish Government to sell nicotine vapour products to advise of the upcoming display ban and we have introduced authorisations to ensure officers are legally permitted to enforce the new requirements. However, the display ban did not come into force as expected and there is currently no date set for this. Once the ban has been introduced, we will monitor complaints to identify non- compliance and take action where required but this will be challenging due to competing priorities and resource constraints. Annemarie Clelland 2. Our Environment Our local environment is protected, enhanced and valued Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Air Quality: PM10 Concentration 9.4 9 18 The year-end value is well within the national target of 18ug (micrograms) and both the short and long trends have improved. Mark Walsh Page 102
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Official Our resources are used in an environmentally sustainable way Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of carbon dioxide emissions from Council operations and assets 18,235 18,188 2025/26 data is available in November when all utilities bills and waste figures are validated in advance of preparing our annual mandatory climate change report for submission to the Scottish Government in November 2026. 2024/25 data, reported in November 2025, shows significant progress. The value of 18,235 tonnes represents 33.8% reduction on the previous year, 44.7% reduction on the 2012/13 baseline and 5.7% ahead of projected target. These are positive steps. However, the main reduction is from the Council's scope 3 waste emissions, which is a result of shifting a significant amount of waste from landfill to incineration through the Net Zero Cooperation Agreement with Glasgow City Council. Both scope 1 and 2 emissions increased slightly for 2024/25 period. To reach a 61% reduction by 2030/31 we need to reduce a further 16.3% in just over five years and investment in required to reduce gas, electricity and diesel consumption. Amanda Kean Page 103
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Official Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar- 2026 Completed as planned. The Climate Change Action Group meets regularly to progress and monitor this work stream. To encourage wider engagement, service specific meetings have been arranged and are now underway. Amanda Kean Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar- 2026 Overdue. Recruitment for the Local Heat and Energy Efficiency post has taken longer than anticipated. Due to other commitments, there is not the capacity within the climate team to finalise the Local Heat and Energy Efficiency Delivery Plan. Once the post is filled, the Delivery Plan will be finalised. This action will be carried forward in 2026/27 and completed. Amanda Kean Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish 01-Apr- 2026 The risk assessment remains unchanged from mid-year. The Council's most recent emissions, reported in November 2025 for 2024/25, showed significant progress. (Details are set out under the PI ‘Tonnage of carbon dioxide emissions from Council operations and assets’ above.) The long-term Climate Change Coordinator vacancy has been filled internally; this currently Alan Douglas; Amanda Kean; Gail Macfarlane Page 104
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Government in light of the Climate Emergency. leaves another vacancy within the energy team that will be filled as soon as possible. Participation from service areas has increased at Climate Change Action Plan meetings and emission reductions actions and projects are forthcoming. The Council also has the opportunity to utilise ClimateView and track trajectory to Net Zero, allowing actions and projects to be prioritised and a more collective, strategic approach to be implemented. The Strategic Risk will be reviewed at the next Climate Change Action Plan meeting for relevance and an amended risk / set of risks will be reported to future meetings. Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phases of Queens Quay Housing 31-Mar- 2026 Completed as planned. Officers continue to progress this site and support delivery. A planning application for residential development on part of the site has been submitted and further residential applications are expected Q2 2026/2027. Michael Mulgrew; Magda Swider Page 105
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Official 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of businesses given advice and assistance to start up through Business Gateway 190 188 180 Target exceeded. During 2025/26, 188 businesses were provided with advice to start-up through Business Gateway, exceeding the target of 180. Gillian Scholes Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a presence in West Dunbartonshire 33.42% 36% 2025/26 value available July 2026. Iain Skene Number of business gateway start-ups per 10,000 population 21.32 19.78 2025/26 data for this Local Government Benchmarking Framework (LGBF) indicator will be available at a later date following publication by the Improvement Service. Based on the LGBF comparative data for the previous year (2024/25) published by the Improvement Service in February 2026, performance was better than the Scottish average of 12.3, and better than the family group average of 12.2, with a ranking of 2 of 32 local authorities, down 1 place from the previous year. Gillian Scholes Page 106
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Proportion of properties receiving superfast broadband 99.8% 99% 2025/26 data for this LGBF indicator will be available at a later date following publication by the Improvement Service. Based on the LGBF comparative data for the previous year (2024/25) published by the Improvement Service in February 2026, performance was better than the Scottish average of 97.1%, and better than the family group average of 99.1%, with a ranking of 1 of 32 local authorities, consistent with the previous year. Gillian Scholes Immediately available employment land as a % of total land allocated for employment purposes 40.7 40 2025/26 data for this LGBF indicator will be available at a later date following publication by the Improvement Service. Based on the LGBF comparative data for the previous year (2024/25) published by the Improvement Service in February 2026, performance was better than the Scottish average of 21.3%, and better than the family group average of 28.6%, with a ranking of 8 of 32 local authorities, down 1 place from the previous year. Michael Mulgrew Page 107
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Official Action Status Progress Due Date Note Owner Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground 31-Mar- 2026 Overdue. While we scoped out the content of the programme with Economic Development and began drafting a document setting out how key regeneration sites will be supported, this has now stalled due to workload constraints. This will be taken forward in 2026/27 and completed by end of the period. Michael Mulgrew Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2026 Completed as planned. • Work to support the regeneration of the Exxon and Scottish Marine Technology Park (SMTP) is progressing well. SMTP was approved as an Investment Zone project in November 2025 and Malin Group are currently preparing an Outline Business Case. Investment Zone funding will contribute £20m towards development of the SMTP over the next 10 years. • An application for Regeneration Capital Grant funding progressed to Stage 2 and results are expected in Spring. • Construction works on the Exxon site are progressing well, with a significant milestone achieved in January 2026 when the western underbridge was completed by Network Rail. Work is also underway on marketing the Exxon site and further updates will be provided to the project board. Magda Swider Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2026 Overdue. Progress has been achieved in a number of areas over the year including discussions with prospective developers with regards to the Queens Quay development and appointment of consultants to develop a Tourism Strategy for the West Dunbartonshire. Magda Swider Page 108
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Official Action Status Progress Due Date Note Owner However, one milestone relating to the Council's consideration of the Planning Permission in Principle (PPIP) application for the Masterplan Dumbarton Artizan redevelopment has been delayed due to prolonged engagement with the Scottish Environmental Protection Agency (SEPA) which is a statutory consultee. SEPA objected to the application on the grounds that it does not comply with Policy 22 of the National Planning Framework 4 and provided comments on our Flood Risk Assessment. The Flood Risk Assessment was subsequently amended to address their feedback and re-submitted to Planning and we are currently awaiting SEPA’s response. SEPA’s objection will not be lifted, however, once their response is received, the PPIP will be considered by the Council. It is expected to be Spring or early Summer 2026. Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar- 2026 Completed as planned. Business grants available through the UK Shared Prosperity Fund have been promoted through social media, council website and directly to eligible businesses. The UK Government has extended the deadline for grant spend until the end of September 2026. We will continue to appraise and process applications to maximise funding through this period. Gillian Scholes Support town centre revitalisation 31-Mar- 2026 Completed as planned. In Alexandria, we have been working with the Business Improvement District to develop designs for Mitchell Way/main Street improvements. We have also appointed a contractor for the Alexander Street improvements, another of the Alexandria Masterplan projects. In Clydebank, a big Magda Swider Page 109
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Official Action Status Progress Due Date Note Owner milestone was achieved when the Pride in Place Plan was submitted to the UK Government. Once approved it will unlock up to £20m funding over the next 10 years. In Dumbarton, delivery of the UK Government funded regeneration works in the town centre is progressing well, with Phase 1 of Artizan redevelopment now on site. Develop a monitoring and compliance framework for major and strategic regeneration sites to ensure compliance with approved consents 31-Mar- 2026 Completed as planned. The monitoring and compliance framework is developed and will be implemented as part of the review of the statutory Planning Enforcement Charter in 2026/27. Michael Mulgrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 11-Mar- 2026 Risk remains unchanged. Delivery of site remains embedded in service workstreams. Michael Mulgrew; Magda Swider Inability to meet demands of Council to progress regeneration projects within The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on 11-Mar- 2026 Risk remains unchanged. Individual projects continue to progress and are regularly reviewed, reducing the likelihood of undesirable outcomes. Embedded in workstreams to ensure sufficient resource to Manager of Legal and Democratic Services; Michael Mulgrew; Page 110
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner desired timescales different projects occur at roughly the same time. support delivery of projects within required timescales. Magda Swider 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 Completed as planned. We have implemented revised structures in several teams following management reviews, including Legal Services, Planning, Building Standards and Environmental Health. These will be complete once a number of vacancies are filled. • Legal Services - Completed in part with the posts of Licensing Assistant and Solicitor (Citizen & Regulator Team) filled and two other vacant posts advertised. • Planning - Competed and fully staffed in current structure. • Building Standards - A training post is going through Job Evaluation and a technical support officer is attending an HNC Architectural Technology course. • Environmental Health - one of two Environmental Health Officer posts have been filled with one remaining vacancy. Alan Douglas Implement service review process including role design, use of new technology and new ways of working to add 31-Mar- 2026 Completed as planned. Work is ongoing to review the management structure in line with the Council’s Strategic Operating Model principles to identify and address areas of non-compliance, with new role profiles prepared. Alan Douglas Page 111
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Official Action Status Progress Due Date Note Owner resilience, address gaps, and establish opportunities for efficiencies We continue to review the impact of saving options and management adjustments identified as part of budget process for 2025/26 and implement any required changes. • Democratic Services - This has been completed, with minimum impact on service delivery. • Planning, Building Standards & Environmental Health - Within Environmental Health, four saving options were identified: Savings for review of Environmental Health and Antonine Wall have been achieved with minimal impact on overall service delivery. Part of the Antonine Wall saving was to be achieved by an increase in fee income. Income looks to be on track but will not be known until year end. Planning savings will not be achieved as option was a backstop where a Lead Planner post was not able to be filled but the service was successful in recruitment. Combining Dog and Pest Control posts is ongoing through job evaluation and saving is expected to be achieved in line with target. Full operational impact will not be known until year end. • Legal Services & Trading Standards - While the Records Management Officer retired in late July, the impact will not be known until year-end. Work is ongoing to deliver Trading Standards saving option. • Building Standards has developed a revised structure that supports career pathways. Further details are set out in the action below. • Further changes introduced to comply with SOM Principles with Energy and Compliance, Legal and Page 112
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Official Action Status Progress Due Date Note Owner Democratic and Registration Services all having changes to Senior Management- with Registration Services moving to Citizen, Culture and Facilities from 1st April 2026. Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 Completed as planned. Relating specifically to Building Standards, we have identified learning opportunities that support the development of skills and knowledge required for hard to fill posts in the team. This has been achieved through a revised structure that supports career pathways. The new structure, agreed by the Strategic Resources & Recovery Group, is now being implemented in conjunction with Human Resources and Job Evaluation. Building Standards has also secured a funded place on an HNC Architectural Technology course for an officer from the technical support team. Alan Douglas Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision 20.3 21.7 16 Target missed. One major application was decided in this period that took longer to process than normal and required to be re- reported to committee due to a request for further information and consultation. In addition, whilst not part of this performance indicator, the service also processed two national planning applications. Michael Mulgrew Page 113
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Planning Applications (Locals - Householder): Average number of weeks to decision 8.2 13.7 8 Target missed. This was due to a small number of applications exceeding the target time. The performance equates to 89.3% of applications decided in the 8-week timescale with the monthly data showing that the service met the 8-week target in 9 out of 12 months. It is expected that performance will continue to improve in 2026/27. Michael Mulgrew Planning Applications (Other Locals): Average number of weeks to decision 14.1 9.6 8 Target missed although the short and long trends are improving. Whilst the target has been missed, this was an improvement on the previous year 2024/25 and is expected to further improve in 2026/27. Michael Mulgrew Planning Applications (Major Developments – With Processing Agreements): Percentage decided within agreed target New for 2025/26 N/A N/A 90% N/A N/A There were no applications of this type in 2025/26. Michael Mulgrew Planning Applications (Locals – Householder): Percentage decided within statutory 8-week timescale New for 2025/26 89.3% 80% N/A N/A Target exceeded. 67 of 75 applications of this type were decided within the statutory 8- week timescale. Michael Mulgrew Planning Applications (Other Locals): Percentage decided within statutory 8- week timescale New for 2025/26 55.9% 80% N/A N/A Target missed. 33 of 59 applications of this type met the 8-week timescale. This was due to a number of older applications clearing the system that pre-date the new project Michael Mulgrew Page 114
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note management approach that was introduced in late summer 2025. Since December 2025, this target has been met consistently, and this trend is expected to continue into 2026/27. Percentage of building warrant applications responded to within 20 working days 95.6% 62.98% 95% Target missed. 206 of 327 building warrant applications were responded to within 20 working days. Performance was impacted by a combination of vacant posts and a significant period of back-office outage and longer-term absences in late summer 2025. Performance was further impacted by vacant posts and longer-term absences January - March 2026. Recruitment and implementation of a new back-office document management system is expected to improve performance in 2026/27. Judi Jamieson Percentage of Environmental Health service requests from citizens first responded to within 2 working days 90% 90% 90% Target met. Performance is consistent with the previous year and although there has been a slight reduction over the long term, it remains high. Eilidh Paton Cash savings achieved from procurement activity £3,857,546 £1,845,0 89 £400,000 Target exceeded. Savings included a recurring saving on Janitorial Supplies (£171k x 4 years), a saving on Microsoft Licences, both corporate and education (£596k), one off savings on various building Iain Skene Page 115
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note materials eAuctions / further competitions (£254k), and various works contracts tendered under budget (£127k). Action Status Progress Due Date Note Owner Prepare a succession plan to recruit and replace the Manager of Democratic and Registration Services post 31-Jan- 2026 Completed as planned. Handover meeting took place on 23 January with new manager in post from 2 March 2026. Manager of Legal and Democratic Services; Continue to develop the 20- minute mapping tool for use at both local and regional levels 31-Mar- 2026 Completed as planned. We continue to use the tool and explore ways it can be developed as part of the Geographic Information System and Local Development Plan workstreams. Michael Mulgrew Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar- 2026 Overdue. Work on the evidence report is advancing but is taking significantly longer than anticipated due to the breadth and complexity of the work. It has not been possible to progress this to submission as planned. Officers continue to work to complete the evidence report and it will be complete in 2026/27. A revised Development Plan Scheme will be reported to September Planning committee to reflect changes to programming. Michael Mulgrew Continue to promote and support communities in the preparation of Local Place Plans 31-Mar- 2026 Completed as planned. Officers continued to engage communities in the preparation of Local Place Plans. Funding was available to support communities until the end of March 2026 and had limited uptake. Michael Mulgrew Page 116
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Official Action Status Progress Due Date Note Owner Develop a plan to ensure compliance with the new Building Standards Regulations is implemented 31-Mar- 2026 Cancelled. This action has been cancelled as the required regulations and guidance have not been implemented by the Scottish Government relating to the new compliance regime. Michael Mulgrew Progress the introduction of a new document management system for Planning and Building Standards 31-Mar- 2026 Completed as planned. The system has been procured and implementation is in progress. Full system will be operational in 2026/27 as scheduled. Michael Mulgrew Provide procurement advice, guidance and support on non- complex procurement for low contractual risk projects 31-Mar- 2026 Completed as planned with support provided to service areas as and when required. Iain Skene Continue to implement the key deliverables from the Procurement Improvement Plan focusing on reporting improvements within WeBuy purchase to pay system 31-Mar- 2026 Completed as planned. We have completed a number of reporting improvements in the WeBuy purchase to pay system. Iain Skene Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar- 2026 Completed as planned. Legal services continue to provide advice to the Council and West Dunbartonshire Energy LLP in relation to connecting a new client to the network. Manager of Legal and Democratic Services; Continue to provide high quality and timely legal support across all Council services 31-Mar- 2026 Completed as planned. Legal Services continue to provide support to all Council services as well as the Health & Social Care Partnership and the Leisure Trust in relation to a number of matters that contribute towards Manager of Legal and Democratic Services; Page 117
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Official Action Status Progress Due Date Note Owner the Council's strategic priorities and protect the Council's interests in a range of matters. For example: • Issued Notice of confirmation of the proposed Gruggies Burn Flood Alleviation Scheme. • Legal support on decriminalisation of car parking. • Legal support on the development of Scottish Marine Technology Park. Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams 31-Mar- 2026 Overdue. Awaiting the appointment of a new Section Head in Citizen & Regulatory. Manager of Legal and Democratic Services; Review workstreams and procedures within Environmental Health 31-Mar- 2026 Completed as planned. High level workstream reviews, such as dog and pest control, have taken place and actions arising are being taken forward under general service improvement actions. Michael Mulgrew Review the planning preapplication process 31-Mar- 2026 Completed as planned. Draft process changes and guidance have been prepared and are under review internally with the service. This is linked to a budget option for 2026/27 and a report regarding cost changes will be taken to a future planning committee. Michael Mulgrew Work with other Steering Group partners to support Historic Environment Scotland to finalise a new Antonine Wall Management Plan 31-Mar- 2026 Completed as planned. We continue to engage with all Steering Group partners on the Antonine Wall project. Michael Mulgrew Page 118
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to monitor and enforce regulatory areas with public risk The Council fails to comply with statutory regulatory duties in respect of environmental health, trading standards and licensing laws 05-Mar- 2026 The year-end risk assessment has increased since mid-year, particularly to reflect circumstances within Trading Standards. Within Trading Standards, low staffing numbers and competing priorities continued to put pressure on the service. This will be exacerbated when a full-time Trading Standards Officer post is deleted from the structure as previously agreed as part of the 2025/26 budget savings. During 2025/26, the service received considerable pressure in relation to fireworks where resources were not able to fulfil demand. This has also led to an increase in the year-end risk assessment. Where possible, our high-risk routine inspections continue as well as our reactive work into criminal complaints and intelligence received but other areas of proactive work such as market surveillance and animal Annemarie Clelland; Eilidh Paton; Manager of Legal and Democratic Services Page 119
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner health and welfare work is difficult to achieve. Within Environmental Health, low staffing numbers and competing priorities continue to put pressure on the service as did a long-term absence throughout the majority of 2025/26. All statutory work is being prioritised but continuing reduced resources, including one vacancy, will likely impact 2026/27. Licensing Standards Officers continue to engage in a pro- active programme of inspections. Reactive work is driven by complaints and applications received. They also engage with Scottish Society of Local Authority Lawyers and Administrators, Licensing Forum and other bodies to assist with horizon scanning to identify emerging issues. Page 120
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to adequately respond to an emergency situation such as a multiple fatality workplace accident, outbreak of food borne communicable disease, a major public health incident or pandemic There is a national shortage of qualified staff in Environmental Health, across Scotland. This impacts on West Dunbartonshire Council. Vacancy levels at WDC might impact on our ability to respond to emergencies. 01-Apr- 2026 The risk score remains unchanged since mid-end. Due to a reduction in staff resources as a result of budget savings and difficulty recruiting qualified Environment Health Officers, management and team responsibilities have significantly increased as a result of service restructure. We will continue monitor the impact. Eilidh Paton Inability to recruit successfully to enable performance to be maintained There is a current issue with recruitment of qualified staff in various parts of the service. 11-Mar- 2026 Risk remains unchanged. Whilst Planning is fully staffed currently, the recruitment landscape across the service as a whole remains challenging with vacancies difficult to fill. Michael Mulgrew; Eilidh Paton Failure to secure best value of procurement spend and ensure compliance with financial regulations Improved procurement management process, contract strategies, planning, monitoring and reporting in collaboration with services will continue to mitigate against non- compliant procurement spend 03-Mar- 2026 There are a number of actions and strategies in place to deliver best value in procurement. However, the transfer of low complexity procurement to service areas when utilising a framework agreement may be increasing the risk. The risk assessment therefore remains high but unchanged. Further training and guidance for services has been rolled out. Iain Skene Page 121
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to continue to achieve increased savings from procurement activity As second or third generation revenue contracts seldom deliver the same cost savings as first generation, the contract strategies need to focus on governance, operating models, total cost of ownership, service quality and innovation 03-Mar- 2026 Reduction in staff due to previous Council measures to address the budget gap and global supply chain issues that impact directly on price means that risks to savings will increase. There are also a number of market factors which are difficult to mitigate - increases to employers’ national insurance, high inflation and the potential impact of climate change. As a result of these factors, the risk remains unchanged. Iain Skene Our residents are engaged and empowered Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 100% 98% 2025/26 data available late May 2026. Carol-Ann Burns Percentage of committee agendas published within standing order timescales 100% 99% 2025/26 data available late May 2026. Carol-Ann Burns Page 122
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Official Action Status Progress Due Date Note Owner Implement the various requirements of the Scottish Elections (Representation and Reform) Act 31-Mar- 2026 Completed as planned. The project plan and nomination pack have been updated to include the new legislative requirements. Manager of Legal and Democratic Services; Plan for the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies 31-Mar- 2026 Completed as planned. All preparation work for the election has been completed. Manager of Legal and Democratic Services; Conduct an interim review of the Polling Scheme in West Dunbartonshire 31-Oct- 2025 Completed as planned. Council has approved changes to polling scheme and Electoral Registration Officer has been notified to amend registers accordingly. Manager of Legal and Democratic Services; Continue the development of Community Planning 31-Mar- 2026 Completed as planned. The development of Community Planning has progressed well during 2025/26. A review of Delivery Improvement Groups was completed and a recommendations paper was submitted to the Management Board in November setting out recommendations on partnership reporting. A pilot in Alexandria looking at access to services was established and the initial engagement stage was completed in 2025/26. Next steps will be identified, and this work will continue in 2026/27. Colin Smith Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar- 2026 Completed as planned. The Communities Team continues to deliver community development support to groups across West Dunbartonshire to maximise their impact. This can be through support to secure external funding, promotion or by developing skills and improving governance arrangements. The team is represented on the Community Development Alliance and plays a key Colin Smith Page 123
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Official Action Status Progress Due Date Note Owner role in supporting communities through the development of Locality Plans. Of particular note, we supported the completion of two community-led Local Place Plans in Old Kilpatrick and Central Alexandria, both of which have been approved and adopted at Planning Committee. Conclude the Cash First Project including evaluation 31-Mar- 2026 Completed as planned. The Cash First Project is a Scottish Government initiative to end the need for food banks in Scotland through providing funds or vouchers to people in financial crisis. Delivered jointly by the Communities Team and Working 4U, it has been very successful, with the available funding reaching those most in need through a network of trusted partner referrals. The Communities Team has developed and carried out the evaluation engagement to support the Cash-First programme. This will be submitted to the Scottish Government as the end of the project draws to a successful close. Colin Smith Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. 11-Mar-2026 A partnership approach to Community engagement is being undertaken led by the Community Planning Partnership and associated partnerships - Community Learning and Development and Community Development Alliance in particular. The Communities Team and other partners deliver community Colin Smith Page 124
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner development work which seeks to raise awareness of community planning and Community Empowerment in communities. Locality plans, community-led place planning and work to support the Clydebank Neighbourhood Board’s community engagement means this risk is unchanged. Action Status Cancelled Overdue Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Getting worse Short Term Trends Improving No change Getting worse Page 125
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2026/27 REGULATORY & REGENERATION Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27 ITEM 10 - APPENDIX 2 Page 126
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Contents 1. Introduction ............................................................................................................................................................................... 2 2. Performance Review ................................................................................................................................................................. 2 3. Strategic Assessment ............................................................................................................................................................... 8 4. Resources ............................................................................................................................................................................... 19 Appendix 1: Action Plan ..................................................................................................................................................................... 21 Page 127
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1. Introduction Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management, planning, building standards, environmental health, democratic and registration services, economic development, community planning and procurement. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid-year and year- end. 2. Performance Review The management team completed a detailed review of 2025/26 performance, focusing on the following: • 2025/26 Delivery Plan year-end progress; • Local Government Benchmarking Framework comparative performance; • National Planning Improvement Framework; • Citizens’ Panel feedback; and • Complaints. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Listed below are some of the major achievements in each service area that were particularly challenging or unusual. All services achieve many other fantastic outcomes for the Council and its residents throughout the year which are not recorded here but are often as important. Democratic & Registration Services • Planned and delivered a successful local by-election in Ward 6 - Clydebank Waterfront. • Closed the registration office in Clydebank with minimum impact on the public and staffing, resulting in a saving to the Council. • Delivered updated hybrid system for committee and council meetings at low cost. • Reviewed the scheme of polling districts and polling places ensuring it is fit for purpose for future elections. Page 128
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Legal Services & Trading Standards • Seized 32,480 cigarettes and 5.9kg of hand-rolling tobacco from retailers supplied or operated by serious and organised crime groups. This represents an average resale value of £31,000 in loss of sales revenue, with referrals made to His Majesty’s Revenue and Customs (HMRC) for financial sanctions to be imposed. Trading Standards led on this illicit tobacco enforcement project along with Police Scotland and HMRC and will continue to lead on this work locally with funding confirmed from HMRC until 2029. • Agreed Heads of Terms for the Disposal of two major housing sites at Queens Quay which, subject to planning, will deliver up to 460 units and multi-million pound capital receipts over the next three years. • Acted for the Council in residential conveyancing matters to secure the purchase of residential properties to supplement the Council’s housing stock through our Buy Back scheme. Planning, Building Standards & Environmental Health • Secured a funded place via the Scottish Building Standards Hub for a Technical Support Officer to upskill to a Trainee Building Standards Surveyor. • Procured the new document management system for Planning and Building Standards. Implementation has begun and will be complete in 2026. • Received endorsement from the National Planning Improvement Champion for the Planning Service’s first National Planning Improvement Plan and provided an update on progress that was also endorsed. • Appointed a Lead Planning Officer within the Development Management Team, a Surveyor within Building Standards and an Environmental Health Officer within Environmental Health, filling previously long-term vacancies. • Supported the housing emergency by granting planning permission for a number of high quality new social housing developments, including at Queen Mary Avenue, Ottawa Crescent, Golfhill Drive and the former Clydebank Health Centre. The service also supported development of larger market sites, including at the former Thomsons Yard, Dumbarton. Following considerable work to overcome site constraints and consultee concerns, a currently vacant prominent waterfront site in Dumbarton will be redeveloped with high quality new housing and facilitate the continued development of the Riverside Pathway through the site. • Continued support for delivery of key regeneration sites including, Exxon, Carless (Scottish Marine Technology Park) and Queens Quay through close working with other the applicants, other Council services and external partners. • Secured funding from the Planning Hub to assist with Local Development Plan work. Economic Development and Regeneration • Completed formal visitor levy consultation and obtained Council approval to implement a 5% visitor levy from 1 July 2027. • With support from the Council, the Malin Group and Strathclyde University, succeeded in securing £20m funding for the Scottish Marine Technology Park from the City Region’s Advanced Manufacturing and Precision Engineering Investment Zone. Page 129
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• Contributed to numerous strands of the UK Shared Prosperity Fund delivery, including providing support to 190 new business start-ups and delivering a range of business growth interventions and successfully delivering a series of community soup events to increase local democracy. • Started construction works on site for Phase 1 of the UK Government funded redevelopment of the Artizan shopping centre in Dumbarton. • Supported the Clydebank Neighbourhood Board in developing a Regeneration Plan (including a 4-year Investment Plan) which outlines the main priorities for Clydebank to be delivered over the next 10 years with (up to) £20m of Pride in Place funding. • Worked with Alexandria BID and wider Alexandria community to develop proposals for the Main Street improvements, progressing delivery of projects originating from the Alexandria Masterplan. • Worked with the Loch Lomond and Trossachs National Park to develop Balloch Pierhead Action Plan. • Submitted applications to the Scottish Government's Regeneration Capital Grant Fund with the application for Scottish Marine Technology Park being successful securing millions of pounds for remediation of site. • Reported significant progress in reducing carbon emissions from Council operations and assets based on the latest 2024/25 figure of 18,235 tonnes. This represents a 33.8% reduction on the previous year, a 44.7% reduction on 2012/13 baseline and 5.7% ahead of projected target. • Delivered 5 Community Soup Events in Old Kilpatrick, Dalmuir and Dumbarton, with two additional themed Soups working with West Dunbartonshire secondary schools and groups engaged in biodiversity activities. Some were organised by the Communities Team with community input while others were led by communities with support from the Team. Over £6,000 in small grants were awarded to local community groups supporting community activity. • Delivered 250 appointments and co-ordinated 670.30 hours of volunteer activity (2025 calendar year) through the Community Transport’s Health Appointments Transport Service (HATS). £30,000 in Strathclyde Partnership for Transport (SPT) funding was brought into West Dunbartonshire. • Supported Old Kilpatrick Community Council and Alexandria Community Council to complete Local Place Plans for their areas, which have subsequently been adopted at the Council’s Planning Committee. Procurement • Delivered strategic contracts including: o Services – Property Maintenance & Cleaning, Addiction Services, Counselling in Schools, Exxon Site Supervisor and Quantity Surveyor, Parking Management Back Office Support, Bureau Management Services, Cashless Register System for Schools, Legionella Water Management, Co-mingled Recyclate (DMR), Measured term contact for Plumbing, Cleaning Services for Void and Homeless Properties o Works – 4x Sports Pitches, Queen Mary Avenue Design and Build, External Building Fabric Upgrades, Demolition of Skypoint Centre, Refurbishment of 3 Play Areas, Development of New Allotment Site - Overburn Page 130
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o Goods – Substantial Fleet Replacement Programme and Tyres, Mini-Buses for Educational Support Needs Transport, Multiple Building Materials Contracts, Device Replacement and Microsoft Licences, New Finance Enterprise Resource Planning (ERP) Software, Washroom Solutions and Sanitary Products • Examples of Innovative Approaches for strategic contracts included: o Adult Care at Home Services – Worked collaboratively with HSCP and Commissioning Team to create our first framework, providing increased security for providers, longer term price certainty for the Council and improved procurement compliance. o eAuctions for Building Materials – New approach to secure savings across paint and electrical materials which included market engagement to ensure suppliers understood bidding process o Washroom Solutions – Engaged with client departments to determine core list of products and new processes to establish savings o Fleet – Worked with department to agree varied routes to market for many different categories of vehicles to ensure best value o Additional Needs Education Transport – Suggested to department to examine bus purchase to replace expensive taxi routes, then supported resulting procurement leading to savings option approved by Council. • Alongside Working4U team, collaborated with partners and suppliers to continue to improve sustainability and deliver local, social and community benefits resulting in (as at end of Q3) o £80,616 donated to local community projects (circa £42k in cash and £38k in materials) o 23 work experience posts (23 work experience weeks for 23 different individuals) o 753 hours contributed to local charities, community groups, schools, and West Dunbartonshire Council departments. o 6 full time employment posts being filled. Key Challenges in 2025/26 Cross Service • The national skills shortage of qualified and experienced officers in Planning, Environmental Health, Trading Standards and Building Standards continued during this period, resulting in reduced staff complements across many services and increased demands on existing and inexperienced staff. This is a challenge experienced by most local authorities and has resulted in alternative service delivery models, including the use of agency staff and initiatives being led at a national level such as Future Planners Project and Building Standards hub. A new Regulatory apprenticeship is being developed and may provide opportunities in the future. Democratic & Registration Services • The service experienced a relatively high turnover of staff in both democratic services and the election team which was challenging. However, successful recruitment resulted in all key positions being filled with highly qualified, experienced staff. Page 131
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Legal Services & Trading Standards • Increased requirement for specialist construction contracts associated with infrastructure and regeneration priorities impacted on the Commercial & Place Section’s workload, changing the skills dynamic required to meet client requirements. • Recruitment of solicitors has been challenging with a lack of applicants for both permanent and temporary positions in both the Commercial & Place and Citizen & Regulatory Sections. This has been exacerbated by the loss of key staff and together these factors have had an adverse impact on service delivery. • The Trading Standards service faced significant challenges in relation to fireworks over the period from October to December 2025, with the demand for the service far exceeding our capacity, leaving the team overwhelmed. As a result, we were unable to respond appropriately to every case, leading to a failure in enforcement responsibilities. • The Trading Standards service workforce, both nationally and in West Dunbartonshire Council, is ageing with low numbers of people entering the profession. This presents a challenge in ensuring a resilient service. With three Trading Standards Officers in West Dunbartonshire, a long-term sickness absence highlighted the severe strain on the team and the implications of future reductions in the staffing budget. Planning, Building Standards & Environmental Health • Whilst vacancies have reduced, recruiting within Building Standards and Environmental Health remains challenging. These have been harder to fill roles which is creating knock on effects in terms of workload and performance. • The current case management system for Planning and Building standards resulted in increased pressures on the service with workarounds and manual processes required with the back-office system being unavailable for a significant period in late summer. This added pressure to officer workload and our consultees, which had a negative impact on performance statistics. There have also been knock on impacts on other workstreams of the Technical Support Team due to the time spent on the current case management system, for example on Street Naming and Numbering and the Corporate Address Gazetteer. • Staff absence, combined with system outages and vacant posts, significantly impacted Building Standards in late summer. This resulted in significantly decreased performance statistics whilst the team recovered, and a new officer started. In early 2026 the team started to see the impact of ongoing changes to the scope of role within Building Standards to meet verification requirements. This includes a new Professional Competency Framework, enhanced compliance, new time recording, additional work to demonstrate strengthened operational and performance frameworks and future 3rd party audit. • The Environmental Health workforce, both nationally and in West Dunbartonshire Council, is ageing with low numbers of people entering the profession, made significantly worse with the removal of the BSc Environmental Health from the University of the West of Scotland. This presents a challenge in ensuring a resilient service. Two long term sickness absences and the removal of the Dog Warden and Private Landlord Registration Officer highlighted the severe strain on the team. To accommodate these pressures, an Environmental Health Officer was seconded from the Food & Business Regulation team to Environmental and Community Health Protection team. Page 132
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• The Development Planning and Place team have had to revise the timescales for the production of the next Local Development Plan. Workload and timescales remain very challenging, and the adoption of the next Local Development Plan is forecast to be delayed beyond the March 2028 deadline set by Scottish Government. Economic Development and Regeneration • Delivering private sector homes at Queens Quay continued to be a challenge in 2025/26 but we meet with our commercial partner regularly and there were some positive discussions with potential developers. • Businesses continued to face many economic challenges in 2025/26, including energy costs and employee recruitment and retention. The on-going advice available through Business Gateway will continue to help them to recover and grow in the year ahead. • Significant proposed reductions in the UK Shared Prosperity Fund revenue budget for 2026/27 is likely to have an impact on the grant funding available to support local businesses with growth projects and job creation. • Securing external funding to progress regeneration of our strategic sites and town centre assets is challenging. Regeneration team continue to explore funding streams and provide support to private owners to help them progress their projects. • Significant proportion of privately owned buildings in our town centres which suffer from lack of maintenance and investment continues to be a challenge which hinders town centre revitalisation. • Uncertainty regarding the regeneration funding in the Scottish Government’s budget and longer-term spending plans. • Lack of funding to secure adequate long-term management and maintenance programme for new and existing regeneration projects, and public areas in general. • Resourcing the operation and further development of the District Heating Centre remains very challenging due to inability to attract a lead officer within the Climate Change team. • Despite carbon emissions for 2024/25 showing a significant reduction, it will be challenging to achieve future targets as outlined in our Climate Change Strategy. Emissions were reduced in 2024/25 due to new waste arrangements with Glasgow City Council while emissions from some other sources increased. To ensure Net Zero targets are met by 2045, consideration should be given to additional resources to ensure continued progress. • The Climate Change Team had vacancies throughout the year which impacted on the completion of some tasks, particularly the Local Heat and Energy Efficiency Delivery Plan. • The cost-of-living crisis and the increase in various renewable energy technologies within the Council’s new supply housing have seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources. Page 133
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Procurement • Previous year efficiency options led to a reduction in procurement team resource. This led to processes being introduced which place more responsibility for procurement on client services. This continues to be a challenge, especially as efficiency options within client services are considered and implemented. 3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2026/27 and beyond. This covered a review of local and national political priorities, new legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial challenges facing the Council. The key issues are outlined below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Regulatory & Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Page 134
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In Regulatory & Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing. Key Strategic Regeneration Sites Delivery of a number of key regeneration projects, which span multiple years, will continue to be progressed in 2026/27. The main focus will be the Bowling Strategic Opportunity on the former Exxon site and the Scottish Marine Technology Park on the former Carless oil terminal site, led by the Malin group. For the Exxon site, the focus will be on delivering the infrastructure and developing the marketing strategy to realise the economic benefits of the site. Funding opportunities to deliver the proposed Dunglass Castle Community Parkland will also be explored. For the Carless site, the Council will continue to support the Malin group in the delivery of the first phase of the proposed Scottish Marine Technology Park. Actions: Deliver key strategic regeneration sites across West Dunbartonshire Queens Quay Infrastructure works for this 80-acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This is a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with Clydeside Regeneration Ltd and the two prospective purchasers of the first sale sites have development commence in this financial year. Action: Promote the next phases of Queens Quay Housing Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority in 2026/27. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon perspective will be progressed. The Regeneration Capital Fund of £12.40m has been allocated across a number of projects. The Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: Page 135
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• Exxon: As infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and, working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set out in the City Deal business case. • NHS Golden Jubilee: We will seek to deliver the extension of the District Heating network to the hospital and explore opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank, generally. • Scottish Marine Technology Park: We will continue to work with the Malin Group in their ambition to deliver the Scottish Marine Technology Park at the former Carless site near Old Kilpatrick and assist them in attracting business and funding to the site. A joint project board continues to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. • Clydebank: We will support the Neighbourhood Board in undertaking a feasibility study to explore redevelopment and investment opportunities for the southern part of the shopping centre, • Artizan: We will explore opportunities and undertake a feasibility study to explore investment opportunities in future phases of the Artizan redevelopment. Action: Explore commercial opportunities in our town centres and wider regeneration sites Visitor Levy Scheme West Dunbartonshire Council approved the decision to introduce a 5% visitor levy scheme at Council committee in November 2025. The start date for the levy will be 1 July 2027. The income raised must be used to develop, support, and sustain facilities and services which are substantially used by visitors and is estimated to be approximately £1.7 million per annum. Action: Finalise the Visitor Levy Scheme for introduction in July 2027 Economic Development Strategy 2027-2032 A new Economic Development Strategy will be developed which will provide an updated economic vision and strategic priorities for West Dunbartonshire for a five-year period from 2027 to 2032. This new strategy will build on the foundations established in the previous 2022-2027 Economic Development Strategy. Action: Develop a new Economic Development Strategy 2027- 2032 Page 136
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Town Centre Revitalisation Assisting town centres to adjust to the current shopping trends and embrace new challenges will be our focus in 2026/27, with support for high street businesses a key priority. We will continue to develop projects to make our town centres attractive places and take advantage of the external funding, including the UK Government’s funding streams and Place-Based Investment Programme funds provided by the Scottish Government. We will also work with and support community groups or businesses which plan to invest in and establish themselves in our town centres, and whose plans align with our town centre regeneration agenda. • Clydebank has been awarded £20 million funding from the UK Government as part of the Pride in Place Programme (former Plan for Neighbourhood). This funding will support delivery of the projects which reflect the priorities of the local community. Many projects align with the Clydebank Development Framework which provides a vision for how the town will be transformed, from reducing retail dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. A Clydebank Neighbourhood Board (former Town Board), chaired by Liz Connolly, oversees the Fund and the Pride in Place Plan which has been submitted to the UK Government for review. The first tranche of capital funding is expected in April 2026. Meanwhile, capacity funding has already been awarded to support engagement and initial project development costs. • In Dumbarton, the focus for the next year will be on completing the Levelling Up Fund programme of works, including the refurbishment and reuse of Glencairn House as a library and museum, and the revitalisation of the Artizan Centre. We are also exploring other ways to improve the High Street over the coming years and will continue supporting Planning with the Heritage and Place Programme application which could fund works to some of the most prominent town centre historic properties. Over the next year we expect to be working with the landowner Turnberry Homes in preparations for delivery of the waterfront pathway on their land, planned to start in 2027.We will also continue working in partnership with Historic Environment Scotland and the Maritime Museum to make Dumbarton town centre and waterfront a more attractive place for visitors. • In Alexandria, the next phase of the 2021 Masterplan will be delivered, with an emphasis on Alexander Street improvements which align with Green Heritage Corridors and Cycling and Walking Network masterplan priority projects. We will also continue to work with Alexandria BID and the local community to develop detailed designs for Mitchell Way and Main Street improvements, with works expected to start on site in early 2027. Action: Support town centre revitalisation Page 137
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Climate Change Strategy 2026-2031 and Action Plan 2026/27 The Council has a Climate Change Strategy for 2021 to 2026 which was developed in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. A revised Strategy will be developed in the year ahead, building on the accomplishments and progress set out in the current strategy and reinforcing the ambition to deliver a just transition to net zero emissions. It will focus on reducing the Council’s carbon emissions and adapting to the impacts of climate change over a five-year period from 2026 to 2031. An annual action plan will be developed to support delivery, with actions devolved to relevant service areas to take forward. Progress against the 2026/27 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 Local Heat and Energy Efficiency Delivery Plan The Local Heat and Energy Efficiency Strategy 2024-2029 sets out the long-term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. It sets out the changes to each sector of buildings stock that are needed, identifying strategic heat decarbonisation zones and prioritising delivery areas. Development of the existing Queens Quay District Heat Network will continue and other opportunities for area-based heat decarbonisation and energy efficiency will be progressed. A Delivery Plan will be completed in 2026/27 to support the implementation of the Strategy. Action: Complete the Local Heat and Energy Efficiency Delivery Plan for implementation Scottish Parliamentary Elections The Scottish Parliamentary elections are scheduled to take place in May 2026. Initial planning was carried out in 2025/26, and this will continue into 2026/27 in the run up to the election in May. This will be another major challenge for the relatively inexperienced election team as every election is different, and this one will be made more challenging by the introduction of new legislation and the appointment of a new election manager. Action: Implement the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026 Page 138
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Scheme for the Establishment of Community Councils in West Dunbartonshire The Scheme for the establishment of Community Councils in West Dunbartonshire requires to be reviewed in 2026 (every four years). The review will comprise a three-stage consultation process commencing with a review of the existing community council boundaries in February 2026 and ending with a revised scheme in October 2026. The review will be led by the Manager of Democratic and Registration Services and supported by the Communities Team who will assist with the consultation process and engage with all community councils and the Community Council Forum. Action: Review the Scheme for Establishment of Community Councils Community Council Elections Following the review of the Scheme for Establishment of Community Councils, the Council is required to hold community council elections which reflect any changes to the boundaries and scheme. Council will determine the timetable for these elections once the new scheme has been agreed. Action: Conduct Community Council Elections Local Government Elections The Scottish Local Government Elections are scheduled to be held in May 2027, but preparation and planning will commence as early as October 2026. This planning will not only include arrangements for the poll and count of votes but will also include arrangements for the election and induction of any new elected members and formation of the new Council. Action: Prepare for the implementation of the Local Government Elections in May 2027 and make arrangements for the induction of newly elected members and formation of the new Council Community Planning West Dunbartonshire The Community Empowerment (Scotland) Act 2015 sets out clear requirements for public bodies in promoting a greater level of local decision- making and empowerment of citizens. Empowered communities can deliver a range of benefits that include improved physical and mental health, increased confidence and social networks, reduced sense of isolation and can reduce demand on public sector resources. Page 139
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Our approach to community empowerment focuses on Community Planning and the development of locality plans, specific projects that promote local participation and empowerment and regular engagement with local people, particularly in our most disadvantaged communities. Progress will be monitored by Community Planning West Dunbartonshire and reported through the Empowered Delivery Improvement Group. Action: Continue the development of Community Planning Community Learning and Development The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan every three years. The plan should outline how the Council will co-ordinate and secure ‘adequate and efficient’ Community Learning and Development provision with other sector partners. We continue to deliver against our current Community Learning & Development Plan 2024/27 to provide community-based learning opportunities throughout West Dunbartonshire. For 2026/27, we will contribute to the delivery of the Community Learning and Development Plan through community planning and community development work and further development of and participation in the Empowered Delivery Improvement Group /Community Development Alliance. Action: Contribute to the Community Learning and Development Plan 2024-2027 District Heating Network The District Heating Network provides low carbon heating and cooling solutions to the Queens Quay regeneration site. It aims to significantly reduce fuel poverty and deprivation within some of the poorer neighbourhoods of West Dunbartonshire and, crucially, contribute to key climate change targets. As the District Heating Network matures, it is anticipated that new customer and expansion opportunities will arise. Legal services will continue to support the expansion programme through the provision of legal advice and leadership in the negotiation of contracts with prospective customers. Action: Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts Page 140
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Tobacco and Vapes Bill Royal Assent of the Tobacco and Vapes Bill is expected on 1st October 2026. This will amend existing legislation, regulating the tobacco and nicotine vapour product market more stringently. It is expected that from 1st January 2027, no person born on or after 1st January 2009 can legally purchase tobacco or tobacco products. There will be changes made to the definition of a ‘vaping product’ to expand the products this encompasses and nicotine pouches will be included in the legislative framework for the first time. Trading Standards Officers will undertake training and ensure they are aware of the requirements of the legislation to competently advise on the amendments and take enforcement action where required. Action: Implement the extension of the statutory duty (Tobacco and Vapes Bill) placed upon the Council in line with our enforcement policy Trading Standards Collaborative Projects In recognition of our current resource challenges and the changing nature of our work, modifications will be made to how we manage our workload and the demands on the service. Partnership working will be prioritised, including: • Leading an amnesty on unsafe electrical chargers with the Scottish Fire and Rescue Services. Funding provided by Electrical Safety First will be available to swap unsafe or non-compliant chargers with vouchers to purchase compliant items from local retailers. We will work with local food banks to ensure we take the service to those most at risk. • Working with Police Scotland and the Community Alarm and Telecare Team to distribute ‘no cold calling’ stickers to areas most targeted by cold callers. Stickers have been purchased using funding from Police Scotland (who met 90% of the costs) and will be distributed using their youth volunteers and colleagues in the Telecare Team. This is of particular benefit as we remove support for the establishment and maintenance of existing ‘no cold calling’ zones. Action: Deliver collaborative projects with our Trading Standards partners Vaping Products Duty A new excise duty has been placed on vaping products by the UK Government. A flat rate of £2.20 per 10ml of vaping liquid sold will come into force on the 1st October 2026, increasing the price of some liquids by more than 220%. Page 141
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West Dunbartonshire Council has 210 registered premises for the sale of tobacco and vapes, with at least six premises confirmed to be linked to serious and organised crime groups who are profiting from the sale of illicit tobacco. It is expected that the significant price increase in vaping products will drive a market in illicit and traditionally counterfeit stocks being available and result in detrimental health effects for users. Advice will be offered to businesses ahead of the introduction of the new duty and based on intelligence received, officers will conduct test purchases and visit premises to ensure sales of vaping products are compliant. Action: Provide advice to businesses re the introduction of Vaping Products Duty and ensure compliance of vaping products Local Development Plan 3 The Local Development Plan is a statutory, long-term plan for the West Dunbartonshire Council Area, (excepting that portion of the Council that is within the Loch Lomond and Trossachs National Park), that sets out how places will change in the future, including where development should and shouldn’t happen. The next Local Development Plan for the area, called LDP3, is due to be adopted in 2028 and work has now commenced on its preparation. The current Development Plan Scheme, which sets out how LDP3 will be developed was agreed by the 2023 December Planning Committee. An annual update was presented to the September 2025 Planning Committee which included a revised timescale. Workforce pressures have resulted in the program being pushed back 7 months with the submission of the evidence report to the Scottish Government’s Planning and Environmental Appeals Division (DPEA) expected around June 2026. Action: Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division Planning Preapplication Process The Development Planning and Place and Development Management Teams will review the current preapplication process to ensure that the process is fit for purpose and delivers on both placemaking and performance outcomes. The review will consider the customer guidance and set out clearly the service standards associated with all aspects of the preapplication process to ensure that customers have clearly defined outcomes and can identify the best route for their needs. Action: Review the planning preapplication process Page 142
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New Document Management System for Planning and Building Standards Integration between the current case management and document management systems for Planning and Building Standards has been identified as a key service constraint that is causing delays for both customers and staff and a number of unsustainable workarounds are required. A business case and funding for a fully integrated IDOX based Document Management System with our existing IDOX Uniform Enterprise case management system has been approved to proceed. The service is progressing with implementation of the new system and it is expected to be fully in place by summer 2026. Action: Complete the installation of the new document management system for Planning and Building Standards Food (Promotion and Placement) (Scotland) Regulations 2025 The introduction of the Food (Promotion and Placement) (Scotland) Regulations 2025 in October 2026 is designed to restrict the promotion of food and drink high in fat, sugar or salt. Local authorities will be responsible for enforcing the policy using powers in the Food Safety Act 1990 and the Food (Scotland) Act 2015. There have been no additional resources provided by the Scottish Government for this, creating an extra burden on the team. This means we that we cannot proactively enforce this legislation, which is a similar position taken by other local authorities. However, we will ensure Environmental Health Officers are trained to respond to the regulations where required. Action: Provide Environmental Health Officers with the appropriate training to respond to the Food (Promotion and Placement) (Scotland) Regulations 2025 where required Enterprise Resource Planning System The Council is implementing a new enterprise resource planning system (ERP). The system will initially focus on Finance but there are optional modules covering other areas of the business such as Human Resources, Procurement and Warehousing. Page 143
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As part of the roll out, there will need to be connectivity setup to allow the new system to communicate with the Council’s existing purchase to pay system, responsibility for which sits with the procurement team. There is also the option to switch to the ERP’s own purchase to pay system, utilise its contract management module and / or its contract database module. The procurement team will therefore form part of the wider project team and support the implementation of the new system and its potential development in relation to procurement. Action: Support the implementation and development of a new Enterprise Resource Planning System in relation to procurement Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators that will enable progress to be monitored and reported to stakeholders; • strategic workforce actions to address workforce issues identified in the planning process; and • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 144
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4. Resources Finance Regulatory & Regeneration has a net revenue budget of £5.829m and a capital budget of £11.471m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) (Figures subject to ongoing verification) Democratic & Registration 1.832 0.115 1.717 0.000 Environmental Health 1.056 0.374 0.682 0.000 Licensing 0.272 0.465 -0.193 0.000 Legal Services & Trading Standards 1.016 0.088 0.928 0.000 Procurement 0.789 0.080 0.709 0.000 Building & Planning 1.461 0.743 0.718 0.000 Economic Development 1.887 0.619 1.268 11.471 Total 8.313 2.484 5.829 11.471 Page 145
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Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2026) are as follows: Absence The 2025/26 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was lower than the Council average throughout 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE* days lost per FTE employee Regulatory & Regeneration 3.08% 2.94% 1.71% 2.2% 6.35 Council Wide Total 6.17% 5.39% 7.2% 7.65% 14.38 Regulatory and Regeneration Headcount FTE Democratic and Registration Services 28 19.8 Economic Development 19 17.8 Legal Services 21 19.3 Planning, Building Standards and Environmental Health 35 33.6 Regulatory Management 2 2 Procurement 11 10.8 TOTAL 116 103.3 Page 146
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Appendix 1: Action Plan Please Note: PI targets for 2026/27 are indicative until 2025/26 year-end values are available. 1. Our communities Our residents’ health and wellbeing remains a priority Performance Indicator 2026/27 Owner Target Percentage of air quality monitoring stations complying with the national objective for nitrogen dioxide at the nearest building façades of residential properties, schools, hospitals and care homes (40ug/m3 NO2) 100% Mark Walsh Percentage of highest priority pest control service requests responded to within 2 working days 95% Eilidh Paton Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register 95% Annemarie Clelland Financial impact of disruptive activities carried out by Trading Standards on illegal trading N/A Annemarie Clelland Percentage of businesses brought into compliance by Trading Standards 75% Annemarie Clelland Percentage of Environmental Health service requests from citizens first responded to within 2 working days 90% Eilidh Paton Food Law: Percentage of food businesses in the highest risk category (1 to 6 monthly inspections by Food & Business Group) that were inspected on time 100% Eilidh Paton Food Law: Percentage of food businesses in the high-risk category (12 monthly inspections by Food & Business Group) that were inspected on time 80% Eilidh Paton Page 147
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Performance Indicator 2026/27 Owner Target Food Law: Percentage of food businesses in the medium to low-risk category (>12 Monthly inspections by Food and Business Group) that were inspected on time 60% Eilidh Paton Action Due Date Owner Implement the extension of the statutory duty (Tobacco and Vapes Bill) placed upon the Council in line with our enforcement policy 31-Mar-2027 Annemarie Clelland Deliver collaborative projects with our Trading Standards partners 31-Mar-2027 Annemarie Clelland Provide advice to businesses re the introduction of Vaping Products Duty and ensure compliance of vaping products 31-Mar-2027 Annemarie Clelland Provide Environmental Health Officers with the appropriate training to respond to the Food (Promotion and Placement) (Scotland) Regulations 2025 where required 31-Mar-2027 Eilidh Paton Risk Description Current Assessment Target Assessment Owner Failure to monitor and enforce regulatory areas with public risk The Council fails to comply with statutory regulatory duties in respect of environmental health, trading standards and licensing laws Annemarie Clelland; Manager of Legal and Democratic Services; Eilidh Paton Page 148
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Risk Description Current Assessment Target Assessment Owner Failure to adequately respond and investigate intelligence relating to fireworks being sold from residential and non- registered business premises The Trading Standards Service was challenged by the number of complaints and intelligence in relation to the storage and sale of fireworks in 2025/26. With concerns over a growing societal issue around the misuse of fireworks there is no reason to believe that 2026/27 will see a reduction. Annemarie Clelland Failure to adequately respond to an emergency situation such as a multiple fatality workplace accident, outbreak of food borne communicable disease, a major public health incident or pandemic There is a national shortage of qualified staff in Environmental Health, across Scotland. This impacts on West Dunbartonshire Council. Vacancy levels at WDC might impact on our ability to respond to emergencies. Eilidh Paton Our residents are supported to increase life and learning skills Action Due Date Owner Continue to contribute to the Community Learning and Development Plan 2024-2027 31-Mar-2027 Colin Smith 2. Our Environment Our local environment is protected, enhanced and valued Page 149
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Performance Indicator 2026/27 Owner Target Air Quality: PM10 Concentration 18 Mark Walsh Our resources are used in an environmentally sustainable way Performance Indicator 2026/27 Owner Target Tonnage of carbon dioxide emissions from Council operations and assets 17,035 Amanda Kean Action Due Date Owner Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 31-Mar-2027 Amanda Kean Complete the Local Heat and Energy Efficiency Delivery Plan for implementation 31-Mar-2027 Amanda Kean Risk Description Current Assessment Target Assessment Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. Alan Douglas; Amanda Kean; Gail Macfarlane Page 150
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Our neighbourhoods are sustainable and attractive Action Due Date Owner Finalise the Visitor Levy Scheme for introduction in July 2027 31-Mar-2027 Gillian Scholes 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2026/27 Owner Target Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a presence in West Dunbartonshire 36% Iain Skene Number of business gateway start-ups per 10,000 population 19.78 Gillian Scholes Proportion of properties receiving superfast broadband 99% Gillian Scholes Immediately available employment land as a % of total land allocated for employment purposes 40 Michael Mulgrew Action Due Date Owner Deliver key strategic regeneration sites across West Dunbartonshire 31-Mar-2027 Magda Swider Promote the next phases of Queens Quay Housing 31-Mar-2027 Michael Mulgrew; Magda Swider Page 151
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Action Due Date Owner Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2027 Magda Swider Support town centre revitalisation 31-Mar-2027 Magda Swider Develop a new Economic Development Strategy 2027-2032 31-Mar-2027 Gillian Scholes Risk Description Current Assessment Target Assessment Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. Michael Mulgrew; Magda Swider Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. Manager of Legal and Democratic Services; Michael Mulgrew; Magda Swider 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Page 152
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Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2027 Alan Douglas Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar-2027 Alan Douglas Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2027 Alan Douglas Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 Alan Douglas Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2026/27 Owner Target Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision 16 Michael Mulgrew Planning Applications (Locals - Householder): Average number of weeks to decision 8 Michael Mulgrew Planning Applications (Other Locals): Average number of weeks to decision 8 Michael Mulgrew Planning Applications (Major Developments – With Processing Agreements): Percentage decided within agreed target 90% Michael Mulgrew Planning Applications (Locals – Householder): Percentage decided within statutory 8-week timescale 80% Michael Mulgrew Planning Applications (Other Locals): Percentage decided within statutory 8-week timescale 80% Michael Mulgrew Page 153
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Performance Indicator 2026/27 Owner Target Percentage of building warrant applications responded to within 20 working days 95% Judi Jamieson Cash savings achieved from procurement activity £400,000.00 Iain Skene Action Due Date Owner Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar-2027 Manager of Legal and Democratic Services Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar-2027 Michael Mulgrew Complete the installation of the new document management system for Planning and Building Standards 31-Mar-2027 Michael Mulgrew Support the implementation and development of a new Enterprise Resource Planning System in relation to procurement 31-Mar-2027 Iain Skene Review the planning preapplication process 31-Mar-2027 Michael Mulgrew Risk Description Current Assessment Target Assessment Owner Inability to recruit successfully to enable performance to be maintained There is a current issue with recruitment of qualified staff in various parts of the service. Michael Mulgrew; Eilidh Paton Page 154
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Risk Description Current Assessment Target Assessment Owner Failure to secure best value of procurement spend and ensure compliance with financial regulations Improved procurement management process, contract strategies, planning, monitoring and reporting in collaboration with services will continue to mitigate against non-compliant procurement spend Iain Skene Failure to continue to achieve increased savings from procurement activity As second or third generation revenue contracts seldom deliver the same cost savings as first generation, the contract strategies need to focus on governance, operating models, total cost of ownership, service quality and innovation Iain Skene Our residents are engaged and empowered Performance Indicator 2026/27 Owner Target Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 98% Carol-Ann Burns Percentage of committee agendas published within standing order timescales 99% Carol-Ann Burns Action Due Date Owner Continue the development of Community Planning 31-Mar-2027 Colin Smith Review the Scheme for Establishment of Community Councils 31-Mar-2027 Manager of Legal and Democratic Services; Colin Smith Page 155
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Action Due Date Owner Conduct Community Council Elections 31-Mar-2027 Manager of Legal and Democratic Services Implement the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026 31-Mar-2027 Manager of Legal and Democratic Services Prepare for the implementation of the Local Government Elections in May 2027 and arrange the induction of newly elected members and formation of the new Council 31-Mar-2027 Manager of Legal and Democratic Services Risk Description Current Assessment Target Assessment Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. Colin Smith Page 156
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Corporate Services Committee 27 May 2026 Subject: Resources Delivery Plan 2025/26 - Year-end Progress & Resources Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 18 actions is summarised below: Progress No. (%) Completed 16 (89%) Overdue 2 (11%) ITEM 11 Page 157
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4.4 The overdue action relates to the following and will be carried forward and completed in 2026/27: • Complete the redevelopment of Glencairn House - 95% complete. • Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies - 91% complete. 4.5 Year-end data is available for nine of the Plan’s 20 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 of 9 (100%) Performance Over Time (As one of the nine PIs is new for 2025/26, this section relates to eight PIs) No. (%) Improved over short term (or maintained high level of performance) 6 of 8 (75%) Improved over longer term (or maintained high level of performance) 6 of 8 (75%) 4.6 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2026/27 Delivery Plan 4.7 The 2026/27 Delivery Plan is set out at Appendix 2. 4.8 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • implementing a new financial management system • reviewing ways to decrease corporate debt in relation to sundry, non- domestic rates, Council Tax, and rent • reviewing ways to improve rent collection rates in conjunction with Housing and W4U • automating Council processes and information provision • progressing the disposal of key strategic sites • maximising rental income from the Council’s non-operational property portfolio • reviewing non-domestic rates of the Council’s operational property portfolio • completing the Artizan redevelopment • completing the Faifley Community Campus development • progressing the buildings upgrades programme • progressing the depot refurbishment programme • supporting Council services to deliver the asset related savings agreed by Council Page 158
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• progressing the implementation of the Global Internal Audit Standards and CIPFA’s Code of Practice for the Governance of Internal Audit in UK Local Government within the internal audit team’s methodologies and processes • progressing a shared service internal audit service 4.9 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee and Infrastructure, Regeneration and Economic Development Committee (asset management elements only) around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Resources may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 30 April 2026 _____________________________________________________________ Page 159
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Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2025/26 - Year-end Progress Appendix 2: Resources Delivery Plan 2026/27 Background Papers: Resources Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Resources Delivery Plan 2025/26 Mid-year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 160
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Official Appendix 1: Resources Delivery Plan 2025/26 – Year-end Progress 1. Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Complete the redevelopment of Glencairn House 31-Mar- 2026 Overdue. The redevelopment of Glencairn House, a heritage-led regeneration initiative to transform a historically significant building in Dumbarton town centre into a vibrant cultural and community hub, is almost complete. Practical completion was achieved in April after the building was handed over to the Corporate Assets team however snagging issues have emerged which has delayed the timescales for opening the building. This will be carried forward into 2026/27. Michelle Lynn Progress the Faifley Community Campus development 31-Mar- 2026 Completed as planned. This £34.5 million investment creates a modern, sustainable, purpose-built campus that brings together education, community, and leisure facilities under one roof. It provides state-of-the-art classrooms, flexible learning spaces, and enhanced digital infrastructure to support improved educational outcomes. Phase 2 works relating to the demolition of the old school buildings, the construction of outdoor sports facilities, and external landscaping, are due to be completed in 2026. Michelle Lynn ITEM 11 - APPENDIX 1 Page 161
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Official 2. Our Environment Our neighbourhoods are sustainable and attractive Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of Consultancy Services project deliverables for General Services projects delivered as planned New for 2025/26 100% 80% N/A N/A Target exceeded. Michelle Lynn Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar- 2026 Completed as planned. All works were completed on schedule and within budget. They included improvements across a range of assets, from education and community facilities to operational depots, embedding sustainability principles such as energy- efficient systems, low-carbon materials, and improved accessibility. Our strong performance is further demonstrated through the latest Local Government Benchmarking Framework data for 2024/25, where West Dunbartonshire exceeded both the Scottish and family group averages for suitability and condition of operational buildings. We achieved a national ranking of 6th for suitability and 13th for condition out of 32 councils, reflecting the positive impact of sustained investment and effective asset management. Michelle Lynn Page 162
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Official 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid 91.6% 91% 2025/26 data available May. Ryan Chalmers Our partnerships support economic development to deliver increased prosperity for our area Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Time for processing applications for new Housing Benefits claims from application receipt date to the day the claim is decided 23 16.7 25 Target met with excellent performance from the team in 2025/26 despite the challenges of increased workloads within the service. Ryan Chalmers Time for processing applications for notifications of changes of circumstances for Housing Benefits from the application receipt date to the day the claim is decided 4.2 5 5 Target met despite the increased workloads in the service including an increase in full case reviews that are carried out to ensure accuracy and reduce fraud. Ryan Chalmers Page 163
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Official 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar- 2026 Completed as planned. We continue to develop succession planning and build resilience in key areas across our services. This is done in a number of ways, including revised management structures, identifying potential within current teams to address skills gaps, mapping resilience for critical roles and tasks, including cover arrangements for short-term absence, and highlighting gaps where alternative approaches (e.g. cross-service collaboration, short-term development opportunities) may be required. Laurence Slavin Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 Completed as planned. Responding to recruitment challenges is difficult in the current climate with significant financial pressures and a competitive job market. However, through succession planning, we have sought to develop career pathways and development opportunities where possible. Laurence Slavin Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2026 Overdue. The Internal Audit service was reviewed and a new service delivery model identified and implemented. Within Finance, implementation continues in line with the timetable with all actions due in 2025/26 completed: temporary posts in place, succession planning completed, Finance Business Partners realigned. Implementation will continue into 2026/27 as planned. Laurence Slavin Page 164
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Official Action Status Progress Due Date Note Owner A restructure of Corporate Asset Management is also well underway, looking at a range of matters including staff development, career progression, and a trainee post. However, due to resourcing issues, we have been unable to complete this by year-end. It will be carried forward and completed in 2026/27. Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 Completed as planned. Cross-skilling for resilience and career progression has been implemented in Finance Services and Corporate Asset Management. In Business Support, given the financial pressures and a limited training budget, focus has been on maximising internal opportunities such as job shadowing, project-based development, and knowledge sharing across teams. Regular discussions with staff continue to identify and support career conversations, ensuring staff feel valued and engaged despite constrained resources. Laurence Slavin Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% 97% 97% Target met with performance consistently high over both the short and long terms. Michelle Lynn Page 165
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Value of outstanding sundry debt as a percentage of total that is more than 90 days old from date of invoice 65.4% 70% 2025/26 data available May. Ryan Chalmers Rent collected as a % of total rent due 99.58% 99.96% 99.4% Target met with improved performance from 2024/25 which is an excellent achievement considering the impacts on rent collection. The continued financial challenges facing tenants due to the current cost of living, increased rent and council tax and while the reduction in Department for Work & Pensions deductions from benefits towards arrears provides additional benefits to tenants, this impacts the rent collection if these are not paid by tenant. From April 2024/25, Department for Work & Pensions introduced the Fairer Repayment Rate which saw previous deductions towards rent arrears decrease from 25% to 15%, therefore all deductions to the Council dropped by 10% which was a significant decrease in Ryan Chalmers Page 166
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note income for rent. However, due to the early intervention by the Corporate Debt team on these cases, this reduced the impact of this loss enabling us to meet target. Percentage of capital receipts achieved as forecast 100% 90% 90% Target achieved in 2025/26 as per programme. Michelle Lynn Cost of collecting council tax per dwelling £0.68 £2.00 2025/26 data available May. Ryan Chalmers Percentage of income due from council tax received by the end of the year 93.8% 93.9% 2025/26 data available May. Ryan Chalmers Proportion of operational buildings that are suitable for their current use 95% 95% 93% Target exceeded. Based on the LGBF comparative data for 2024/25 published by the Improvement Service in February 2026, performance was better than the Scottish average of 85.7% and better than the family group average of 86.1%, with a ranking of 6 of 32 local authorities, up 4 places from the previous year. Michelle Lynn Page 167
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Proportion of internal floor area of operational buildings in satisfactory condition 93% 93% 91% Target exceeded. Based on the LGBF comparative data for 2024/25 published by the Improvement Service in February 2026, performance was better than the Scottish average of 91.0%, and better than the family group average of 90.1%, with a ranking of 13 of 32 local authorities, consistent with the previous year. Michelle Lynn Current tenants' arrears as a percentage of total rent due 8.18% 9% 2025/26 data available May. Ryan Chalmers Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 8.81% 8.46% 9.3% Target met with improved performance from 2024/25 which is an excellent achievement considering the impacts on rent collection. The continued financial challenges facing the tenants due to the current cost of living, increased rent and council tax and while the reduction in Department for Work & Pensions deductions from benefits towards arrears provides additional benefits to tenants, this impacts the rent Ryan Chalmers Page 168
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note collection if these are not paid by tenant. From April 2024/25, Department for Work & Pensions introduced the Fairer Repayment Rate which saw previous deductions towards rent arrears decrease from 25% to 15%, therefore all deductions to the Council dropped by 10% which was a significant decrease in income for rent. However, due to the early intervention by the Corporate Debt team on these cases, this reduced the impact of this loss enabling us to meet target. Income generated as a % of total revenue budget 11% 11% 2025/26 value will be available after 30 June 2026 following the completion of the draft financial statements. Carol Alderson Action Status Progress Due Date Note Owner Progress the procurement of a new Financial Management System 31-Mar- 2026 Completed as planned. The project is progressing well with the system scoping and set-up on track. Work is also underway around agreeing the most appropriate data migration strategy. Phase 1 will continue into Arun Menon Page 169
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Official Action Status Progress Due Date Note Owner 2026/27, with activities related to system configuration and set-up. Review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry, NDR, Council Tax and rent 31-Mar- 2026 Completed as planned. Changes have been made to some processes to streamline and improve collections with Debt Partners and the Department for Work and Pensions. A new action plan has been developed for 2026/27 to manage the impact of the financial pressures faced by residents. Ryan Chalmers Review ways to improve rent collection rates in conjunction with Housing and W4U 31-Mar- 2026 Completed as planned. The Government’s Fairer Repayment Policy has impacted rent collection with a reduction in the income from the Department for Work & Pensions of 8% compared to 2024/25. This increases contact with tenants as a result of rent arrear deductions decreasing to the Council with an increased income to the tenant, therefore arrangements need to be set up and/or reviewed as a result. An action plan has been developed for 2026/27 to improve rent collection and support tenants. Ryan Chalmers Maximise automation opportunities across the Council 31-Mar- 2026 Completed as planned. Workstream progressing well with several automations completed in relation to a range of activities including commercial waste invoices, sickness absence notifications and school meals and clothing grants. New ideas are regularly sought and programmed into the pipeline. Arun Menon Progress the disposal of key strategic sites 31-Mar- 2026 Completed as planned. We implemented the Council’s Disposal Strategy, ensuring surplus and underutilised assets were identified, marketed, and sold in line with strategic objectives, delivering the agreed capital receipts. Michelle Lynn Page 170
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Official Action Status Progress Due Date Note Owner Progress the depot refurbishment programme 31-Mar- 2026 Completed as planned. The successful refurbishment of Council depots ensures these operational hubs remain fit for purpose and compliant with health, safety, and environmental standards and that they embed sustainability principles to reduce environmental impact and support the Council’s net-zero targets, including energy efficient systems, improved insulation and low- carbon materials. Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar- 2026 Completed as planned. We consulted with services to support them to achieve the asset related savings due in 2025/26. Michelle Lynn Review new Global Internal Audit Standards and new CIPFA Code of Practice and identify and implement any actions to ensure compliance 31-Mar- 2026 Completed as planned. A detailed gap analysis was carried out between current practice and required practice. This identified that operational aspects are broadly compliant with the new standards. Additional actions in relation to training and raising further awareness throughout the Council will be taken forward by the new manager in 2026/27. Andi Priestman Review eligibility for Council Tax exemptions and identify potential income due to the Council 31-Mar- 2026 Completed as planned. A report has been compiled with the findings generating some good outcomes for the Council in terms of income due. Andi Priestman Page 171
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Debt is not recovered efficiently or effectively, with inherent risk of financial loss The processes deployed in collection of monies owed to the Council are inefficient and ineffective resulting in money not collected on time or having to be written off. 11-Mar- 2026 The risk score remains unchanged from mid-year. We effectively implement the Corporate Debt Policy and ensure income maximisation through improvements to the automation of collecting debt. Ryan Chalmers Increase in the level of rent arrears due to the level of Welfare Reform changes and general state of economy The Council sees an increase in its level of rent arrears due to lower disposable income and national changes to the national benefits regime and the ongoing economic position 11-Mar- 2026 The risk score is unchanged from mid-year and remains high due to the current cost of living that is linked to increasing energy costs, food costs and inflation. Financial support and advice is provided to those impacted by the cost of living with arrangements being reviewed as appropriate. Ryan Chalmers Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. 01-Apr- 2026 The risk score remains low due to the ongoing programme of capital works. The Property Action Plan 2023-28, approved at Infrastructure, Regeneration and Economic Development Committee in February 2023, will monitor all requirements to maintain the risk score. Michelle Lynn Page 172
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Official Our residents are engaged and empowered Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of council resources directed by communities 0.94% 1% 2025/26 data will be available late August 2026 when it is submitted to CoSLA (Convention of Scottish Local Authorities). Carol Alderson; Colin Smith Action Status Progress Due Date Note Owner Engage with relevant community groups over the potential to lease Dalmuir Golf Course 31-Mar- 2026 Completed as planned. Lease transaction to the existing users was completed 1 July 2025. Michelle Lynn Strong financial governance and sustainable budget management (Service Objective) Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Amount of free reserves as a percentage of the prudential reserve target - HRA 74% 100% 2025/26 value will be available after 30 June 2026 following the completion of the draft financial statements. Carol Alderson Amount of free reserves as a percentage of the prudential reserve target - General services 61% 100% 2025/26 value will be available after 30 June 2026 following the completion of the draft financial statements. Carol Alderson Page 173
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage variance to budget projected (General Services budget) 1.01% 0% 2025/26 value will be available after 30 June 2026 following the completion of the draft financial statements. Carol Alderson Percentage of Audit Plan completed 60% 85% 2025/26 data available September 2026. Andi Priestman Action Status Progress Due Date Note Owner Develop and refine capital and revenue reporting processes 31-Mar- 2026 Completed as planned. Revised revenue Budgetary Control Report presented to Council to improve transparency and a separate quarterly treasury update will be reported alongside the capital budgetary control reports from Period 3 in financial year 2026/27. Carol Alderson Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to provide a reasonable level of assurance on the Council's governance, risk management and internal control procedures Internal Audit is unable to provide a reasonable level assurance on the Council's governance, risk management and internal control arrangements. 01-Apr- 2026 Risk remains unchanged from mid-year. The Internal Audit Annual Report and Assurance Report for 2025/26 will be presented to June Audit Committee outlining the current status of the plan. It is intended that as much fieldwork as possible will be completed by end of June to inform the year Andi Priestman Page 174
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner end audit opinion but this depends on capacity to complete the plan as there have been further vacancies arising in the team. There is also the annual governance statement work where Chief Officers provide a self-assessment of compliance with the local code of good governance which provides further assurance. Failure to meet statutory deadlines for external returns (including HMRC) and financial statements Finance Services failing to meet statutory deadlines resulting in lost revenue or penalty costs 12-Mar- 2026 The current assessment remains unchanged. While the risk remains high due to staff turnover, difficulty recruiting staff with relevant experience, and issues with business continuity, there are a range of controls in place to mitigate it. Carol Alderson Financial projections are significantly incorrect Financial projections for both capital and revenue are significantly incorrect resulting in insufficient reserves being held. 20-Feb- 2026 Information on projections is updated on an ongoing basis. However, with the volatility of the economy, and general inflationary issues, the figures are changing regularly. The Council's Chief Financial Officer engages regularly with the Directors of Finance across all 32 Scottish Councils to sense check material Laurence Slavin Page 175
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner assumptions in financial forecasts. Furthermore, there is regular engagement with the Council's appointed Treasury advisors in relation to projected future changes to bank interest rates. Significant financial funding reductions / limitations from Scottish Government It is expected the Council will continue to be faced with significant real term funding reductions from the national settlement. This is based on local government settlements in recent years (with the exception of 2025/2026). This coincides with a period where costs and demographic pressures are continuing to rise in relation to social care, significant inflationary increases and pay award pressures linked to inflation. 20-Feb- 2026 It is expected the Council will continue to be faced with significant real term funding reductions from the national settlement. This is based on the Spending Review published by the Scottish Government in January 2026 which sets out multi-year spending plans over the three-year period 2026/27- 2028/29 across the various portfolios. It illustrates that Local Government funding, in cash terms, is expected to decrease by 0.07% over the three-year period which will require councils to absorb the financial pressures brought about by all inflationary increases. Laurence Slavin Page 176
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Official Action Status Overdue Completed PI Status Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Getting worse Short Term Trends Improving No change Getting worse Page 177
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2026/27 RESOURCES Appendix 2: Resources Delivery Plan 2026/27 ITEM 11 - APPENDIX 2 Page 178
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Contents` 1. Introduction .................................................................................................................................................................................................... 2 2. Performance Review ...................................................................................................................................................................................... 2 3. Strategic Assessment .................................................................................................................................................................................... 5 4. Resources .................................................................................................................................................................................................... 12 Appendix 1: Action Plan .......................................................................................................................................................................................... 14 Page 179
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1. Introduction Resources comprises Finance, Business Support, Internal Audit & Fraud and Asset Management. It provides accountancy, treasury management, business support, internal audit and fraud and asset management services to the Council and external clients including the West Dunbartonshire Leisure Trust, the Valuation Joint Board, Clydebank Property Company, charities and trusts, and West Dunbartonshire Energy Ltd. Company. In addition, it provides direct services to residents of West Dunbartonshire. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. Progress will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (asset management elements only) twice yearly, at mid-year and year-end. 2. Performance Review The Resources management team completed a detailed review of 2025/26 performance, focusing on: • 2025/26 Delivery Plan year-end progress • Local Government Benchmarking Framework (LGBF) comparative performance • Citizens’ Panel feedback • Complaints. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Finance • Implemented new processes across finance to streamline the year end timetable and presented the 2024/25 Annual Accounts to Council by the 18 June 2025, two months earlier than previous year ensuring draft Accounts were submitted by the statutory deadline. • Delivered service and financial returns to public sector bodies. • Supported transformation projects within the Council and completed procurement exercise for a new financial ledger system. • Continued to refine Revenue and Capital reporting. Page 180
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• Developed a revised team structure, scheduled for implementation in 2026/27, to ensure operational resilience following anticipated retirement of senior team members within the same period. • Upgraded the cash receipting system to enhance security and Payment Card Industry compliance. • Introduced automation to streamline the reconciliation and banking processes. • Identified an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The total discount for early repayment was £4.3m which was used to rebuild the Council and HRA reserves. Business Support • Processed £0.5m in Clothing Grants to parents and carers of 3,764 school pupils. • Processed £2.8m in Discretionary Housing Payments to assist 4,112 vulnerable tenants with housing costs. • Processed £22.3m in Housing Benefit payments to assist residents with housing costs. • Processed £10.1m in Council Tax Reduction payments to assist residents with council tax charges. • Improved the rent arrears process, working in partnership with Housing and Department for Work and Pensions Universal Credit Service. • Increased efficiency by developing and improving automation solutions to process Employee New Start, Sickness Absence, Teachers Pension Notification, Free School Meals, Clothing Grants and Discretionary Housing payments. • Continued to develop automations across the council services to aid challenging budget savings targets. Internal Audit & Fraud • Three new reports were received through the National Fraud Initiative exercise comparing CTRS data to HMRC data. Matches identified are being investigated and at 31 March 2026, 59 overpayments totalling £176,174 have been identified and are now being recovered. • Finalised the 2024/25 annual audit plan and progressed the 2025/26 audit plan. • Delivered actual recoveries and re-billings of £300,870 (1 April 2025 to 31 March 2026) through the Corporate Fraud Team. Asset Management • Progressed the delivery of the Glencairn House project which is an ambitious heritage-led regeneration initiative to transform a historically significant building into a vibrant cultural and community hub, preserving its architectural character while introducing modern facilities. Practical completion has been achieved, however post completion a snagging issue has been identified and this is currently being rectified. • Delivered the Faifley Campus project which is a £34.5million investment to create a modern, purpose-built campus that brings together education, community, and leisure facilities under one roof and provides state-of-the-art classrooms, flexible learning spaces, and enhanced digital infrastructure to support improved educational outcomes. Page 181
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• Played a pivotal role in advancing the development phase of the Exxon City Deal Project, a major regeneration initiative designed to unlock economic growth and improve connectivity across West Dunbartonshire. This phase focused on complex preparatory work, including extensive stakeholder engagement with landowners, statutory bodies, and community representatives to ensure alignment with planning and infrastructure requirements. • Played a critical role in the successful refurbishment of Council depots and the school estate, ensuring these operational hubs remain fit for purpose and compliant with health, safety, and environmental standards and embed sustainability principles, incorporating energy efficient systems, improved insulation, and low-carbon materials to reduce environmental impact and support the Council’s net-zero targets. • Completed the Posties Park project which was a flagship development to transform Posties Park into a state-of-the-art sports hub, delivering on the Council’s commitment to high-quality facilities that promote community engagement, health, and leisure. Originally moved to Asset Management in January 2025, the project overcame earlier delays and was successfully managed to ensure steady progress and adherence to the revised schedule. By completing and renaming the development as Lachie Stewart Memorial Park in October 2025, the Council has delivered a sustainable, inclusive facility that enhances local wellbeing and supports active lifestyles. Key Challenges in 2025/26 Finance • Reconciling and managing a significant number of funding streams, mainly due to Scottish Government priorities within limited resource constraints. • Providing personal development for staff by allocating new roles to officers resulting in a significant learning curve whilst continuing to provide a quality service to customers. • Maintaining the level of service delivery with conflicting pressures and resource constraints. • Collaborating with External Audit to work to restore the audit timetable to its planned schedule while the finance team balance competing demands and sustaining continuity of service delivery and continue to ensure timely delivery of all required outputs such as the 2026/27 budget, budgetary control reporting and other local authority returns. • Continuing to manage cost pressures within the services and deliver a balanced budget. Business Support • Collection of rent arrears was impacted by reductions in direct deductions from 25% to 15% due to the DWP’s Fairer Repayment Rate. This reduction of 10% from April 2025 across all deductions which impacted collection rates. • Collection of council tax was also impacted by Fairer Repayment Rate, increased cost of living pressures along with the 11.5% Council Tax increase in 2025/26. Page 182
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• Managing levels of service delivery with the levels of resource reductions across business support and other services that had a direct impact on the collection work of the Corporate Debt Section with residents requiring additional financial and personal support. Internal Audit & Fraud • Providing a sustainable internal audit service longer term continued to be a challenge. On 23 November 2023, the now discontinued West Dunbartonshire Council /Inverclyde Council Shared Services Committee agreed to note the continuation of shared Internal Audit and Fraud management arrangements between the two councils in the short to medium term and that wider discussions would continue with neighbouring councils on possible options to create a more sustainable delivery model for Internal Audit and Fraud Services over the longer term. At the December 2024 Council meeting, elected members supported a small expansion to the number of posts covered under the existing shared arrangement with Inverclyde Council. Recruitment to these posts was not successful, however discussions with a third council, East Dunbartonshire, were progressed in late 2025 for a shared management arrangement across the three Councils which will be implemented from 2026/27. Asset Management • Staff turnover, coupled with the time required to recruit, and train employees, continued to present significant challenges and is expected to remain a pressure point into 2026/27. Retaining skilled staff and accelerating onboarding processes will be critical to maintaining service continuity and delivering planned projects. • The national skills shortage of qualified and experienced officers in Asset Management has led to a reduced workforce and increased demands on existing teams. This has required the introduction of alternative service delivery models, including greater use of external consultants and shared service arrangements, which will need careful management to ensure quality and cost control. • Increasing supply chain issues driven by rising energy, transport, and raw material costs, continue to impact the availability of labour and materials and ultimately project costs and delays. 3. Strategic Assessment The Resources management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. The key factors are summarised below. Page 183
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Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Resources, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal and external clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within Resources, budgets which have been identified as being more susceptible to fluctuations include: • Building materials which are subject to global supply chain pressures and price volatility • Labour costs which are impacted by national skills shortages and recruitment challenges • Transport fuel costs which are influenced by energy markets trends and inflation • Capital plan delivery which is exposed to delays and cost escalation due to procurement and contractor availability From an Asset Management perspective, additional sensitivity arises from: • Property maintenance and lifecycle costs, which can increase significantly due to inflation in construction and compliance requirements. • Land acquisition and disposal values, which fluctuate with market conditions and economic uncertainty. • Sustainability and compliance investments, where costs for energy efficient upgrades and carbon reduction measures may rise due to regulatory changes and technology pricing. Page 184
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On a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short to medium term borrowing. New Financial Management System The main financial management system (FMS) used by Finance to manage the General Ledger, Accounts Payable and Accounts Receivable functions is Agresso. During 2023/24 the current service provider announced they would cease support for the system in December 2025. As a business-critical system, it would not be practical for Finance to use the system unsupported longer term for reasons of compliance and cyber- security protection. Consequently, a steering group and project team were set up to oversee the introduction of a new cloud-based FMS, with the procurement of the new system completed in 2025/26. In 2026/27, we will commence the implementation phase with a proposed go-live date at the end of March 2027. Manage Corporate Debt Wider economic factors, particularly the cost-of-living crisis, have impacted the collection of rent, Council Tax and sundry debt. The Council is finding it more difficult to collect all the money it is owed resulting in increased levels of debt across a range of debt types. In 2026/27, we will: • continue to review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry, non-domestic rates, Council Tax and rent • continue to review ways to improve rent collection rates in conjunction with Housing and W4U. Automate Processes and Information Provision Staff across the Council are employed in manual processes and information provision, such as processing invoices and updating transactional spreadsheets. Many such processes could be automated, providing benefits such as faster service delivery, improved quality and greater flexibility, as well as enabling staff to refocus on more complex tasks rather than repetitive tasks. In 2026/27, we will continue to pursue automation opportunities across the Council to improve efficiency. Page 185
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Income from Capital Receipts Continuing to secure income for the Council is a key priority and the Corporate Asset Management Framework supports this through the delivery of capital receipts from the disposal of key strategic sites. The Framework will highlight non-performing property assets, inform the process for considering future disposals, and generate additional income through the disposal of redundant assets. In 2026/27, we will monitor progress against the Framework and the disposal of key strategic sites and provide an annual update on progress. We are in the process of phasing out the reliance placed on capital receipts as part of the annual budget setting process. Income from Non-Operational Portfolio In addition to generating capital receipts through disposals, the Council’s non-operational property portfolio continues to provide an important source of recurring income. Asset Management actively manages these assets (such as leased commercial properties, industrial units, and land holdings) to maximise rental income and ensure strong occupancy levels. This involves regular lease reviews, rent negotiations, and proactive marketing of vacant units, alongside maintaining compliance with statutory obligations and delivering value for money. By optimising the performance of the non-operational portfolio, the Council secures a sustainable revenue stream that supports service delivery and reduces reliance on one-off capital receipts. Looking ahead to 2026/27, Asset Management will continue to monitor market conditions, explore opportunities for portfolio rationalisation, and identify potential for income growth through strategic investment and improved asset utilisation. Review Non-Domestic Rates of Operational Portfolio Asset Management has continued to review and monitor Non-Domestic Rates (NDR) liabilities across the Council’s operational property portfolio to ensure accuracy and value for money. This work involves validating rateable values, challenging discrepancies, and identifying opportunities for reliefs or exemptions where applicable. The review process also supports budget forecasting and financial planning, as NDR represents a significant cost for operational assets such as schools, offices, and depots. By maintaining up-to-date property data and engaging with the Assessor’s Office, Asset Management ensures compliance while actively seeking to minimise unnecessary expenditure. Looking ahead, the team will continue to explore efficiency measures, including rationalisation of underutilised space and leveraging changes in property use to reduce rate liabilities, contributing to the Council’s wider financial sustainability objectives. Artizan Redevelopment The Levelling Up Fund is a UK government initiative for regenerating town centres and high streets, upgrading local transport, and investing in cultural and heritage assets. Following a successful bid to the Fund, work is underway to progress the redevelopment of Artizan in Dumbarton Page 186
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town centre. Planning permission has been approved and a contractor appointed. In 2026/27, we will complete the redevelopment in line with the agreed plan and report progress to the Levelling Up Project Board. Faifley Community Campus Development In September 2023, the Council approved plans to create a new education and community campus on the site of the current St Joseph’s Primary School. This significant capital investment project brings together a range of education and community facilities within the Faifley Schools Community Campus. Following planning approval and the start of construction in February 2024, Phase1 was completed in 2025/26. This has delivered modern, purpose-built school buildings for St Joseph’s and Edinbarnet Primary Schools, integrated early learning and childcare facilities, and shared community spaces designed to support local engagement and wellbeing. The campus includes state-of-the-art classrooms, digital learning infrastructure, sports facilities, and landscaped outdoor areas, all built to high sustainability standards with energy-efficient systems and low-carbon materials. Governance and oversight have continued through the dedicated Learning Estate Project Board, with regular updates provided to the Education Committee and Council via budgetary reports. The completion of Phase 1 represents a major milestone in creating a vibrant, inclusive hub for education and community life in Faifley. Work is now progressing on the second and final phase of the project, due for completion in 2026/27. This will focus on demolishing the old buildings and creating new car parking and external landscaped spaces, including an all-weather sports pitch and multi-use games area. Building Upgrades The 2026/27 programme for delivering corporate asset building upgrades will focus on renovation, remodelling, and refreshing key corporate buildings in line with the objectives of the Corporate Asset Management Plan. This includes improving building functionality, compliance with statutory standards, and enhancing energy efficiency to support the Council’s net-zero ambitions. Works will target priority assets identified through condition surveys and lifecycle assessments, ensuring investment is directed where it delivers the greatest operational and financial benefit. Upgrades will incorporate modernised office layouts to support hybrid working, improved accessibility, and sustainability measures such as LED lighting, insulation improvements, and low-carbon heating systems. In 2026/27, we will progress the building upgrades programme in accordance with the agreed plan and timeframe, while maintaining robust governance, cost control, and stakeholder engagement to minimise disruption and deliver long-term value. Depot Refurbishment The Council’s depot estate has been identified as no longer fit for purpose, impacting operational efficiency and compliance. Following a comprehensive review and feasibility assessment, it was agreed that refurbishment of the existing estate offered the most cost-effective solution compared to a full new-build programme. In 2026/27, the Depots Project Board will continue to lead the delivery of the refurbishment Page 187
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programme, building on the progress achieved in 2025/26. This phase will focus on modernising facilities to meet health and safety standards, improving welfare areas for staff, upgrading fleet maintenance workshops, and incorporating sustainability measures such as energy-efficient lighting, improved insulation, and low-carbon heating systems. The programme will also address site security, digital connectivity, and layout optimisation to support operational needs and future service delivery models. Robust governance and stakeholder engagement will remain central to ensure works are delivered on time, within budget, and with minimal disruption to frontline services. Asset Related Council Savings In line with the Council’s agreed savings options for 2026/27, a number of initiatives involve changes to the Council’s asset base that will require dedicated support from the Asset Management team. These initiatives include rationalisation of underutilised properties, space optimisation within corporate buildings, and potential disposal or repurposing of non-essential assets to reduce operating costs and generate income. Throughout the year, Asset Management will work in close partnership with relevant services to develop detailed implementation plans, ensuring that changes are delivered in a way that supports service continuity and compliance with statutory obligations. The team will also provide technical advice, property data analysis, and project management expertise to enable informed decision-making and timely delivery of agreed savings. By embedding sustainability and efficiency principles into these initiatives, Asset Management will help the Council achieve its financial targets while maintaining a fit-for-purpose estate that supports operational needs. Global Internal Audit Standards & CIPFA Code of Practice for the Governance of Internal Audit in UK Local Government Global Internal Audit Standards guide the worldwide professional practice of internal auditing and serve as a basis for evaluating and elevating the quality of the internal audit function. New standards for 2025 provide an updated framework to support internal auditors in effectively assessing risks, ensuring transparency, and aligning audit practices with global best practices. In addition, CIPFA has introduced a new Code of Practice to support authorities in establishing and maintaining their internal audit arrangements in line with the statutory regulations. The Code supports the practice of internal audit under the Global Internal Audit Standards in the UK public sector. We conducted a gap analysis of our internal audit practice against the new Global Internal Audit Standards and CIPFA’s new Code of Practice in 2025/26 and identified and implemented actions to ensure compliance. In 2026/27, we will continue to embed the new standards and Code of Practice within the internal audit’s team’s methodologies and processes. Page 188
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Shared service internal audit Discussions with Inverclyde Council and East Dunbartonshire Council over the future shared management delivery model for Internal Audit and Fraud were progressed in late 2025 and this will be implemented from 2026/27. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Resources priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders • strategic workforce actions to address workforce issues identified in the planning process • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 189
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4. Resources Finance Resources has a net revenue budget of £6.209m and a capital budget of £13.049m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27(£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27(£m) (Figures subject to ongoing verification) Audit 0.387 0.057 0.330 0.000 Finance 1.862 0.135 1.727 0.554 Rent Rebates & Allowances 32.426 30.225 2.201 0.000 Revenue & Benefits 3.159 0.443 2.716 0.000 Finance Service Centre 0.545 0.069 0.476 0.000 Cost of Collection of Rates 0.091 0.120 -0.029 0.000 Cost of Collection of Council Tax 0.074 1.162 -1.088 0.000 Office Accommodation 1.538 0.396 1.142 0.000 Central Repairs & Maintenance 1.453 0.000 1.453 0.000 Corporate Asset Maintenance 2.729 2.729 0.000 12.495 Corporate Assets 2.712 5.431 -2.719 0.000 Total 46.976 40.767 6.209 13.049 Page 190
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Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31 March 2026) are as follows: *Figures do not reflect matrix management arrangements and resources shared with other services. Absence The 2025/26 quarterly absence figures for Resources are shown below, together with the Council average for the same periods for comparison. The figures for Resources were lower than the Council average throughout 2025/26. 2025/26 Absence Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Resources 4.45% 4.25% 5.68% 3.33% 11.38 Council Wide Total 6.17% 5.39% 7.2% 7.65% 14.38 Service Area Headcount FTE Audit & Fraud 4 3.1 Finance 35 31.6 Asset Management* 20 19.2 Business Support 75 67.5 Total 134 121.4 Page 191
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Appendix 1: Action Plan Please Note: PI targets for 2026/27 are indicative until 2025/26 year-end data is available. 1. Our Communities Our residents are supported to increase life and learning skills Action Due Date Owner Complete the Faifley Community Campus 31-Mar-2027 Michelle Lynn 2. Our Environment Our neighbourhoods are sustainable and attractive Action Due Date Owner Progress the building upgrades programme 31-Mar-2027 Michelle Lynn Page 192
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3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2026/27 Owner Target Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid 91% Ryan Chalmers Action Due Date Owner Complete the Artizan redevelopment 31-Mar-2027 Michelle Lynn Our partnerships support economic development to deliver increased prosperity for our area Performance Indicator 2026/27 Owner Target Time for processing applications for new Housing Benefits claims from application receipt date to the day the claim is decided 25 Ryan Chalmers Time for processing applications for notifications of changes of circumstances for Housing Benefits from the application receipt date to the day the claim is decided 5 Ryan Chalmers Page 193
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4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2027 Laurence Slavin Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar-2027 Laurence Slavin Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2027 Laurence Slavin Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 Laurence Slavin Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2026/27 Owner Target Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% Michelle Lynn Value of outstanding sundry debt as a percentage of total that is more than 90 days old from date of invoice 70% Ryan Chalmers Rent collected as a % of total rent due 99.4% Ryan Chalmers Percentage of capital receipts achieved as forecast 90% Michelle Lynn Page 194
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Performance Indicator 2026/27 Owner Target Percentage of income from non-operational portfolio achieved as forecast 85% Michelle Lynn Cost of collecting council tax per dwelling £2.00 Ryan Chalmers Percentage of income due from council tax received by the end of the year 93.9% Ryan Chalmers Proportion of operational buildings that are suitable for their current use 93% Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 91% Michelle Lynn Current tenants' arrears as a percentage of total rent due 9% Ryan Chalmers Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 9.3% Ryan Chalmers Income generated as a % of total revenue budget 11% Carol Alderson Action Due Date Owner Commence the implementation of the new Financial Management System 31-Mar-2027 Carol Alderson; Arun Menon Review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry, non-domestic rates, Council Tax and rent 31-Mar-2027 Ryan Chalmers Review ways to improve rent collection rates in conjunction with Housing and W4U 31-Mar-2027 Ryan Chalmers Maximise automation opportunities across the Council 31-Mar-2027 Arun Menon Progress the disposal of key strategic sites 31-Mar-2027 Michelle Lynn Maximise income from non-operational portfolio 31-Mar-2027 Michelle Lynn Page 195
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Action Due Date Owner Review non-domestic rates of operational portfolio 31-Mar-2027 Michelle Lynn Progress the depot refurbishment programme 31-Mar-2027 Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar-2027 Michelle Lynn Progress the implementation of the Global Internal Audit Standards and CIPFA’s Code of Practice within the internal audit team’s methodologies and processes 31-Mar-2027 New Shared Internal Audit Manager Progress a shared service internal audit service 30-Jun-2026 Laurence Slavin Risk Description Current Assessment Target Assessment Owner Debt is not recovered efficiently or effectively, with inherent risk of financial loss The processes deployed in collection of monies owed to the Council are inefficient and ineffective resulting in money not collected on time or having to be written off. Ryan Chalmers Increase in the level of rent arrears due to the level of Welfare Reform changes and general state of economy The Council sees an increase in its level of rent arrears due to lower disposable income and national changes to the national benefits regime and the ongoing economic position Ryan Chalmers Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. Michelle Lynn Page 196
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Our residents are engaged and empowered Performance Indicator 2026/27 Owner Target Percentage of council resources directed by communities 1% Carol Alderson; Colin Smith Strong financial governance and sustainable budget management (Service Objective) Performance Indicator 2026/27 Owner Target Amount of free reserves as a percentage of the prudential reserve target - HRA 100% Carol Alderson Amount of free reserves as a percentage of the prudential reserve target - General services 100% Carol Alderson Percentage variance to budget projected (General Services budget) 0% Carol Alderson Percentage of Audit Plan completed 85% New Shared Internal Audit Manager Page 197
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Risk Description Current Assessment Target Assessment Owner Failure to provide a reasonable level of assurance on the Council's governance, risk management and internal control procedures Internal Audit is unable to provide a reasonable level assurance on the Council's governance, risk management and internal control arrangements. New Shared Internal Audit Manager Failure to meet statutory deadlines for external returns (including HMRC) and financial statements Finance Services failing to meet statutory deadlines resulting in lost revenue or penalty costs Carol Alderson Financial projections are significantly incorrect Financial projections for both capital and revenue are significantly incorrect resulting in insufficient reserves being held. Laurence Slavin Significant financial funding reductions / limitations from Scottish Government It is expected the Council will continue to be faced with significant real term funding reductions from the national settlement. This is based on local government settlements in recent years (with the exception of 2025/2026). This coincides with a period where costs and demographic pressures are continuing to rise in relation to social care, significant inflationary increases and pay award pressures linked to inflation. Laurence Slavin Page 198
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture & Facilities Corporate Services Committee: 27 May 2026 ___________________________________________________________________ Subject: West Dunbartonshire Leisure Trust Business Plan 2026/27 1. Purpose 1.1 The purpose of this report is to update members on the West Dunbartonshire Leisure Trust Business Plan for 2026/27. 2. Recommendations 2.1 It is recommended the Committee: • approves the report and the 2026/27 West Dunbartonshire Leisure Trust Business Plan; • formally agree the WDLT management fee as set out in this report, the sum having already been included in the Council’s 2026/27 revenue budget. 3. Background 3.1 West Dunbartonshire Leisure Trust (the Trust) is a company limited by guarantee with charitable status. In addition to being regulated by the Companies Act (2006), the company is also subject to the charities regulator in Scotland, OSCR (Office of the Scottish Charity Regulator). 3.2 West Dunbartonshire Leisure Trust was incorporated as a company in December 2011 and started trading on 5th April 2012. 3.3 There are nine members of the company who serve as trustees comprising of three (3) West Dunbartonshire Councillors (Partner Trustees), an Employee Representative Trustee and five (5) Independent Trustees. The board of Trustees (who are also directors of West Dunbartonshire Leisure Trust for the purposes of company law) has control of the company subject to providing and operating the services in accordance with the Legal Agreement reached with West Dunbartonshire Council and provides strategic direction to the General Manager and his management team. 3.4 West Dunbartonshire Leisure Trust is responsible for the strategic and operational management of West Dunbartonshire Council’s Sport and Leisure Facilities, Community Facilities, Sports Development, Active Schools, Outdoor Recreation Facilities and for event delivery on behalf of the Council. 3.5 In order to ensure the Council meets its obligations to provide adequate provision of facilities for the residents of the area for recreational, sporting, ITEM 12 Page 199
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Official cultural and social activities in terms of Section 14 of the Local Government and Planning (Scotland) Act 1982, there is a Services Agreement in place between the Council and the Leisure Trust. The Trust is paid a management fee for delivery of the services through an annual funding commitment. 3.6 The Services Agreement states that the Leisure Trust should bring a draft Business Plan forward that illustrates the resources which WDLT intends to use to deliver its services. It should also include information on the expected expenditure required to provide those services, and the amount of funding required from the Council in the form of the management fee. This report and the accompanying Business Plan (Appendix 1) fulfil this requirement. 3.7 This report is presented to Committee on behalf of WDLT by the Chief Officer for Citizen, Culture, and Facilities (CCF) who is the senior officer responsible for monitoring WDLT activity on behalf of the Council. 3.8 The final 2025/26 management fee was £4,645,492. 4. Main Issues 4.1 At the Council budget setting meeting on 4 March, 2026, it was agreed the management fee provided by the Council to the Leisure Trust for the financial year 2026/27 would be £5,048,830 incorporating estimated costs for the 26/27 pay award, increases to Strathclyde Pension employer’s contribution rate and adjusting for a 5% saving. 4.2 A number of budget savings have been implemented within the accounts to achieve the current anticipated budget expenditure; including from the removal of a vacant post, along with additional income assumptions based on service charge increases, projected growth in health and fitness memberships and continued expansion of the Learn to Swim programme.. 4.4 Projected Trust costs 2026/27 £ Expenditure Costs 10,343,958 Total Projected Costs 10,343,958 Projected Trust income Draft Management Fee 5,048,830 Income (Customer Receipts) 5,055,222 Income (Grant Funding & Misc) 239,906 Total Projected Income 10,343,958 4.5 The Leisure Trust proposes to deliver the following in the coming year as per the Business Plan at Appendix 1: 4.6 Sport & Leisure Page 200
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Official The strategic and operational management of the Council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre and Clydebank Leisure Centre. 4.7 Community Services The strategic and operational management of the Council’s Community Facilities (currently 5); Theatre; outdoor Grass Pitches (13); Synthetic Pitches (3); an outdoor Bowling Green and the new Lachie Stewart Memorial Athletics Track in Levengrove Park, Dumbarton. In the coming year this will be further augmented with two new floodlight 4G synthetic pitches at Argyll Park, Alexandria and Mountblow, Clydebank, 4.8 Sports Development Through the Sports Development team, continuing to widen opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park the Trust will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. 4.9 Active Schools Through Active Schools, providing more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. Following the introduction of a new delivery model, performance is growing and Key Performance Indicators have been developed to monitor this going forward and reported on a quarterly basis to the Trust’s Board of Directors and the Council’s Partnership Officer. 4.10 Major Outdoor Events The Trust will continue to deliver the Scottish Pipe Band Championships and West Dunbartonshire Firework Display on behalf of the Council. In addition to delivering outdoor events for the Council, the Trust also manages and delivers the Run Loch Lomond 10k & 5k Road Races. 4.11 Key Performance Indicators To enable the Council to monitor Trust service delivery during the year a number of Key Performance Indicators are set and reported on. The agreed suite for 2026/27 is included in the Business Plan. 5. People Implications 5.1 There are no direct people implications for the Council arising from this report 6. Financial and Procurement Implications Page 201
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Official 6.1 As outlined in this report and the Business Plan, the Trust’s proposed service delivery would be supported by a management fee from the Council to the Leisure Trust of £5,048,830 in 2026/27. 6.2 There are no procurement implications from this report 7. Risk Analysis 7.1 There is a risk that income may not materialise or that costs are greater than estimated. The Council’s Partnership Officer meets with the Trust Management monthly to discuss and monitor progress, highlight issues and consider remedial actions. The Trust has reserves available, currently sitting at the reserve target, to mitigate against any unforeseen cost pressures. 8. Equalities Impact Assessment (EIA) 8.1 An EIA was undertaken on the 2026/27 Business Plan. This identified the Plan would have a positive impact and benefits to the local area. The Business Plan has a stated commitment to equality and inclusion. Participation is lower for some groups, women, disabled people and BAME People, so explicit note of the centrality of equalities can help inform planning and practice. WDLT will continue to prioritise this in the coming year and beyond. 9. Consultation 9.1 Consultation on this report has taken place with WDLT management, Finance, Legal and Assets. 10. Strategic Assessment 10.1 This report supports the following Strategic Plan objectives: • Our Communities ‘Resilient and Thriving’ Amanda Graham Chief Officer – Citizen, Culture & Facilities 29 April 2026 ________________________________________________________________ Person to Contact: Amanda Graham, Chief Officer - Citizen, Culture & Facilities Email: amanda.graham@west-dunbarton.gov.uk Appendices: Appendix 1: WDLT Business Plan 2026/27 Appendix 2: EIA for the WDLT Business Plan 2026/27 Background Papers: None Page 202
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Official Wards Affected: All Page 203
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Official BUSINESS PLAN 2026-2027 “Inspiring Active & Healthier Communities ITEM 12 - APPENDIX 1 Page 204
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Official Contents Page(s) Message from the General Manager 3 Introduction 4 Trust Activity 4 Staffing 5 Financial Budget 2026/27 6 Five Year Strategic Plan & Annual Delivery Plan 7 Key Performance Indicators 8 – 11 Accessibility Statement 12 Page 205
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Official Message from the General Manager I am pleased to present West Dunbartonshire Leisure Trust’s 2026/27 Business Plan. Guided by our mission of Inspiring Active and Healthier Communities, this plan outlines how we will continue to support local people to live healthier, happier, and more active lives. Our work in the year ahead is shaped by our three strategic objectives: Health & Wellbeing Opportunities for All, A Thriving Not-For-Profit Charity, and Financial Sustainability. These objectives ensure we stay focused on delivering inclusive services, strengthening our organisational resilience, and operating responsibly as a charitable trust dedicated to community benefit. A key priority for 2026/27 will be our partnership work in assisting develop and implementing a Physical Activity for Health Strategy for West Dunbartonshire. Through close collaboration with West Dunbartonshire Council, health and social care partners, and community organisations, we aim to create accessible pathways into physical activity for people of all ages and abilities. This shared approach will help reduce participation barriers, tackle local health inequalities, and extend the positive impact of physical activity across our communities; while reinforcing the social value we deliver as an organisation. This business plan outlines clear targets, and the resources we will dedicate to achieving them. But plans alone don’t deliver results, people do. I am confident that with our collective focus and commitment, we will not only meet the ambitions set out here but exceed them. I look forward to delivering another successful chapter in West Dunbartonshire Leisure Trust’s development and building on our progress together in the year ahead. John Anderson General Manager Page 206
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Official Introduction WDLT is a company limited by guarantee with charitable status and was incorporated in December 2011 and started trading in April 2012. WDLT is responsible for the strategic and operational management of the council’s Sport and Leisure Facilities; Community Facilities; Outdoor Pitches & Bowling Greens (transferred to WDLT 3 April 2017); Sports Development; Active Schools; and the delivery of the Council’s major Outdoor Events. This Business Plan outlines the activity planned in the coming year and the financial budget required to deliver these services in 2026/27. This includes the level of Management Fee from WDC. Trust Activity WDLT proposes to deliver the following on behalf of the Council in 2026/27: Sport & Leisure The strategic and operational management of the council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. Community Services The strategic and operational management of the council’s Community Facilities (currently 5); Theatre; outdoor Grass Pitches (13); Synthetic Pitches (3); an outdoor Bowling Green; and the new Lachie Stewart Memorial Athletics Track in Levengrove Park, Dumbarton. We will work with the Council to ensure the successful commissioning and operation of two new floodlight 4G synthetic pitches at Argyll Park, Alexandria and Mountblow, Clydebank (replacing two existing grass pitches at the same sites). Sports Development Our Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Scottish Pipe Band Championships, and a Firework Display. In addition to delivering outdoor events for the Council, we also manage and deliver the Run Loch Lomond 10k & 5k Road Races. Page 207
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Official Staffing To deliver the vast array of services/programmes (136.59 FTE) employees (excluding casual workers/coaches/instructors) are required to be utilised by WDLT. The tables below provide a breakdown of the FTE for each service area: Business Support (12.06 FTE) Leisure Services (80.99 FTE) Designation FTE Designation FTE General Manager 1 Operations & Finance Officer 1 Business & Customer Services Coordinator 1 Leisure Facility Officer 1 Development Officer 0.86 Fitness Officer 2 Lead Live Active Advisor 1 Technical Officer 2 Systems & Administration Officer 1 Duty Officer 8.19 Live Active Advisor 2 Leisure Attendant 51.34 Training Officer 0.8 Fitness Attendant 8.39 Data & Digital Media Officer 1 Receptionist 12.17 Admin Support Assistants 3.4 General Operative 8.55 Sport & Physical Activity (25.33 FTE) Community Services (26.58 FTE) Designation FTE Designation FTE AS, Sport & Physical Activity Manager 1 Community Facilities Officer 1 Active Schools Coordinator 6 Duty Officer 2 Sport & Physical Activity Coordinator Aquatics 1 Facility Assistant 20.86 Sport & Physical Activity Coordinator 3 General Operative 2.72 Assistant Swimming Dev Officer 4 Lead Coach 3.5 Assistant Coach 6.41 Page 208
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Official Financial Budget 2026/27 To deliver the programme outlined above, with the resources listed, WDLT forecasts the following financial requirements which were approved at the Council’s Budget Meeting on 4 March 2026. Management Fee The following key adjustments have been applied to the calculation of the 2026/2027 Management Fee: Key Adjustments Base Subsidy (Management Fee 2025/26) £4,645,492 Employee Costs Uplift £234,000 Increased Employer Pension Contribution (from 6.5% to 17.5%) £464,750 WDC Saving (5%) (£253,412) Loan Interest Charges for New 4G Pitches (£42,000) Management Fee 2026/27 £5,048,830 This would represent an increase in the management fee from the Council of £403,338 (based on an alteration to the 2025/26 Management Fee due to no works caried out on the new synthetic pitches in 2025/26) approximately 8.7% from 2025/26. Income 2025/26 Budget (£) 2026/27 Budget (£) Change in Budget (£) Management Fee 4,597,492 5,048,830 451,338 Customer Receipts 4,455,902 5,055,222 599,320 Grant Funding 239,906 239,906 - Income Total 9,293,300 10,343,958 1,050,658 Expenditure 2025/26 Budget (£) 2026/27 Budget (£) Change in Budget (£) Expenditure Totals 9,293,300 10,343,958 1,050,658 Budget savings have been applied across the accounts wherever possible to support the anticipated expenditure for the year. This includes the removal of the Assistant Sports Development Officer post, along with additional income assumptions based on service charge increases, projected growth in health and fitness memberships, and continued expansion of the Learn to Swim programme. Page 209
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Official Five Year Strategic & Annual Delivery Plan This Strategic Plan sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028). It has been developed to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects and compliment National Strategies and West Dunbartonshire’s Strategic Plan. The following Infographic demonstrates how our Strategic Plan Objectives align with our Company Values and Missions Statement. We are an organisation that aspires to the highest standards in everything we do, and we adopt six core values, which will underpin how we deliver on our three strategic objectives and priorities to achieve our mission. The following table highlights our Strategic Priorities against our Objectives: Objectives: Health & Wellbeing Opportunities for All A Thriving Not For Profit Charity Financial Sustainability Priorities: Facilities Programmes Partnerships People Profile Technology Income Financial Resources Sound Governance Our full Strategic Plan can be accessed here WDLT have also developed a Delivery Plan for 2025/26 identifying the key actions we will undertake to assist achieve the Strategic Priorities within our Strategic Plan. Page 210
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Official Key Performance Indicators Following a review of the previous Key Performance Indicators (KPIs) with the Council’s WDLT Partnership Officer, the following KPIs for 2026/27 have been agreed: Strategic Objective – Health & Wellbeing Opportunities for All Priority – Facilities Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target CC1 Wet Activities 351,471 404,835 428,123 450,000 CC2 Dry Activities 496,061 582,223 651,518 700,000 Overall Usage 1,273,815 1,383,194 1,437,068 1,500,000 Total No. H&F Members 6,696 7,801 8,564 9,150 Priority – Programmes Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target Physical Inactive Individuals Referred to the Live Active Scheme New Indicator New Indicator 1,019 1,050* No. of Learn to Swim Visits 115,208 122,751 148,958 156,000 No. of Community Sport Programme Visits 27,661 31,863 32,757 33,000 No. of Holiday Activity Visits 4,718 4,754 4,904 4,950 Page 211
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Official Priority – Partnerships Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target % of Live Active Referrals Active after 3 Months New Indicator New Indicator 679 630* % of Live Active Referrals Active after 6 Months New Indicator New Indicator 564 475* % of Live Active Referrals Active after 12 Months New Indicator New Indicator 455 400* Targeted Active Schools Participants - SIMD 1 & 2 1,236 1,247 2,798 2,900 Targeted Active Schools Participants – ASN 1,950 2,928 3,227 3,500 % of Primary School Roll participating in Active Schools Sessions 34% 40% 45% 46% % of Secondary School Roll participating in Active Schools Sessions 15% 17% 24% 25% % of Total School Roll participating in Active Schools Sessions 24.5% 34.5% 34.5% 36% Free access to Holiday Activities 14,552 20,713 17,694 18,500 * Targets set by Graeter Glasgow Health Board Page 212
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Official Strategic Objective – A Thriving Not For Profit Charity Priority – People Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target Number of Workshops / Training Sessions / Courses delivered 584 610 701 700 No. of delivers for Active Schools Sessions 283 246 254 260 Technology Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target MobilePro Users 36,951 49,315 51,273 52,000 % of on-line customer transactions 18.5% 42.14% 43% 45% Priority – Profile Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target MobilePro Club Hits 1,048,117 1,382,273 1,104,023 1,125,000 Social media posts that promotes opportunities; celebrates success and demonstrates impact the Trust delivers 864 1,732 1,263 1,300 Page 213
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Official Strategic Objective – Financial Sustainability Priority – Income Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target Income £4,103,964 £4,744,787 £5,024,208** £5,055,222 Income Generated from Gym Use/Memberships £1,526,982 £1,864,173 £2,107,250 £2,300,000 Income generated from Swimming Activities £813,478 £902,465 £1,072,212 £1,200,000 Priority – Financial Resources Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target % Income (Mgt Fee) 51.8% 45.6% 47.8%** 50% % Income (Receipts) 48.2% 54.4% 52.2%** 50% Expenditure £9,132,129 £9,145,825 £9,222,923** £10,343,958 Cost per Visit (Mgt Fee) £3.47 £2.88 £3.28** £3.37 Priority – Sound Governance Performance Indicator 2023/24 Actual 2024/25 Actual 2025/26 Actual 2026/27 Target Completion of all agreed recommendations following Internal Audits 95% 95% 100% 100% Achievement of Unqualified Accounts Unqualified Accounts Unqualified Accounts Unqualified Accounts Unqualified Accounts ** Based on projected outturns Page 214
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Official This document is also available in other languages, large print and audio format on request. Arabic Hindi 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 3PU communications@west-dunbarton.gov.uk Page 215
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Official West Dunbartonshire Leisure Trust Alexandria Community Centre Main Street Alexandria G83 0NU Tel: 01389 757806 Fax: 01389 751557 Email: leisureservicesadmin@west-dunbarton.gov.uk Website: www.wdleisure.net West Dunbartonshire Leisure is a recognised Scottish Charity: SC 042999; VAT Registered: GB 129 7502; and Company Registered: SC 413707 delivering services on behalf of West Dunbartonshire Council Page 216
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Assessment No 1499 Strategic Team CCF Lead Officer John Anderson Who else has been involved in developing this EIA Jane Wight, Business & Customer Services Coordinator Title WDLT Business Plan 2026/27 Description: (Provide a brief overview of the aims and objectives of this policy) To clearly set out the financial and staffing resources required to deliver the key actions and performance indicators throughout 2026/2027 Who have you engaged and consulted with as part of your Strategic Leadership Group. Potentially Convenors and Committee. Who will be affected by this proposal? WDC and WDLT staff, WDLT Service users and potential service users. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements and viewed the guidance No Relevance screening: If the proposal/policy is relevant to any of the six areas then an Equality Impact Assessment must be carried out. You must indicate if there is any relevance to the six areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Human Rights Act/European Convention on Human Rights Yes Relevance to Health Impacts (H) Yes Relevance to United Nations Convention on the Rights of the Child (UNCRC) Yes Relevance to Social Economic Impacts (SE) or Fairer Scotland Duty (FSD) Yes Relevance to Scottish Consumer Duty (SCD) No ITEM 12 - APPENDIX 2 Page 217
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Consider any needs and policy drivers e.g. Council or national strategies and plans /and any barriers which equality groups may have in relation to this policy. List evidence you are using to support this assessment. Consider the impact of your policy on people and how they will be able to access goods, services and information with no barriers and state the potential impact. Specific group to consider What Key Drivers and Evidence has been used to inform this assessment. (i.e. national statistics - Scot Govt; or local statistics - workforce data, Citizens Panel) For each group, state the potential Impact – Positive/Negative/Neutral Age The leisure centres host a range of suitable classes for all ages from pre school football and beginner swimming lessons to 60+ tai chi and aqua aerobics classes. The centres are also well located in each of the main towns within West Dunbartonshire and opened from early morning to late in the evening. Positive, as well as ensuring access for all ages for exercise for mental and physical wellbeing, the centres offer vital local access 7 days per week. The impact, specifically for older and young people, is of huge benefit. Disability WDLT have adopted a proactive approach in relation to accessibility of services for disabled people, and BSL users. Walkthrough videos have been produced for each of the 3 main leisure centres with audio and subtitles to assist customers. Staff training is in place to support the accessibility of disabled people. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision. Gender Reassign Some people who have re assigned or are re assigning their gender can face stigma accessing services. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision Marriage & Civil Partnership Tends to cross cut with sex and sexual orientation, in terms of services provision and employment. No evidence available of likely differential impact around marriage and civil partnership. Pregnancy & Maternity Cross cuts with sex. Explicit recognition of the centrally of equality helps support accessible and inclusive service design and provision. Page 218
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Race During lockdown evidence suggests that BME groups have suffered worse health outcomes, including health outcomes. As noted we have made health and well being for all as a priority. Our inclusive support should support participation across under-represented ethnic groups. Religion and Belief This can cross cut with sex especially in the area of demand for women only services, therefore access to for example swimming for women only may often meet needs around sex and religion and belief. Providing services in an inclusive manner will always be of benefit. Sex In Scotland more men participate in sport than women. More men are members of sports clubs than women, and women often participate in different sports from men. Lower participation by women in sport begins at around 13 to 15 years old Evidence suggest that during lockdown, women have taken on the main burden of home schooling, opportunities for women to participate in physical activity are therefore more important than ever. Providing services in an inclusive manner, will always be of benefit. Sexual Orientation Data on sports participation in Scotland indicates that lesbian, gay and bisexual participants are not significantly different from heterosexuals in activity levels. However, adults who identified as having an ‘other’ sexual orientation were significantly less likely to meet activity recommendations than the national average. It is important to treat these findings with caution however, due to anticipated under reporting of LGB people who are not ‘out’ within surveys. Providing services in an inclusive manner will always be of benefit. This section must be completed if there are potential Human Rights impacts, this includes but is not limited to Human Rights Act 1998 considerations Human Rights Considering participation from a Human Rights perspective can help ensure an inclusive Positive; supporting everyone's can participate supports the exercise of peoples human Page 219
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approach. The approach of the WDLT supports supports Children and Young peoples 'Provision' and 'participation' two domains of the UNCRC rights, including UNCRC rights. This section must be completed if there are potential Human Rights impacts, this includes but is not limited to Human Rights Act 1998 considerations Health Mental and physical health are intertwined. Some groups have suffered increased disadvantage during the Covid 19 lockdowns. Explicit recognition of Equality and Human rights as core considerations that cross cut in service design and delivery can improve inclusion. This section must be completed if any there are any potential socio-economic impacts including but not limited to those covered by the Fairer Scotland Duty Social & Economic Impact WDLT is a significant Employer in the WD area. WDLT is a significant provider of services. The greatest focus on socio-economic status in sport and physical activity relates to health. Health research links poorer health and wellbeing, including lower levels of physical activity, to lower economic status. There is explicit recognition of the need to have due regard to socioeconomic impacts of strategic decisions This supports the proper execution of this duty by the Council in its relationship with WDLT This section must be completed if any potential impact on children and young people up to the age of 18 United Nations Convention on the Rights of the Child The three domains of the UNCRC, participation, protection, provision, and also promotion of rights are all relevant. Positive This section must be completed in reference to the Scottish Consumer Duty Scottish Consumer Duty N/A N/A Consider cumulative impact of the proposal Cumulative and intersectional impacts Where people and communities are members of several disadvantaged groups this can multiply barriers and disadvantage Members of the WDLT have participated in Equality Impact Assessment Service restart and redesign provided an excellent opportunities to embed Equalities and Human rights approaches for the benefit of staff and service users. New online training resources have been created by Page 220
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training and processes. WDC and these are shared with WDLT staff. Page 221
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State how the impact of the proposal/policy be monitored and reported on an ongoing basis including how actions will be delivered to mitigate any negative impacts or secure positive impacts. Summary of overall impact(s) of the proposal. EIA 1499: The business plan has a stated commitment to equality and inclusion; participation is lower for some groups, women, disabled people and BME people so explicit note of the centrality of equalities can help inform planning and practice. A range of positive impacts for equality groups are noted. The approach of the WDLT supports supports Children and Young peoples participation and provision of services for them. Name of the senior manager who has approved this assessment John Anderson Page 222
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People & Technology Corporate Services Committee: 27 May 2026 ___________________________________________________________________ Subject: Council Workforce Plan 2022-2027: Update and Annual Action Plans 2025/26 1. Purpose 1.1 The purpose of this report is to provide an update on the Council’s workforce planning activity for 2025/26. 2. Recommendations 2.1 The Committee is asked to: • Note progress during 2025/26 in delivering against the Council Workforce Plan within the People First Strategy; • Note the workforce profile as of 31st March 2026 and key changes; and • Note progress within the Workforce Plans for each service. 3. Background 3.1 The Workforce Planning Strategy and Framework 2022 - 2027 reflects the 5- year People First Strategy and incorporates the Council’s Strategic Planning Framework. 3.2 The Council Workforce Plan is subject to monitoring and evaluation to ensure that it remains effective in delivering required outcomes and is responsive to any changes in circumstances, which subsequently arise. This report contains 2 sections and associated appendices: • The progress and achievements made over the last year (Appendix 1); • The current workforce profile and monitoring, examining any changes (Appendix 2). 3.3 Service’s annual action plans are scoped under the four Workforce Planning Priorities from the Corporate Workforce Plan for each Chief Officer Area and are submitted to the relevant Committee as part of the Delivery Planning process. Separate delivery reports are tabled at this committee. 3.4 Whilst separate planning processes exist in relation to West Dunbartonshire Health & Social Care Partnership (HSCP), appropriate alignment is in place with links to the Health Care Staffing and Workforce Planning Oversight Group to ensure that Council employees working within HSCP are included and benefit from all Council Wide initiatives and relevant workforce planning requirements. ITEM 13 Page 223
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Official 4. Main Issues 4.1 The attached (Appendix 1) updates on the annual action plans at Chief Officer Service level for 2025/26 under the 4 Priorities: Priority 1. Our People (Workforce Profile): Ensure resilience and engagement of the workforce; Priority 2. Recruitment & Retention: Current and predicted future workforce gaps are addressed and core skill sets retained; Priority 3. Structure & Roles: Service structures and delivery model/s are stable, fit for purpose and future requirements; Priority 4. Skills & Capabilities: Current and future skills gaps and capabilities are addressed. These 4 priorities are formed from the Corporate Workforce plan which reflects the People First Strategic Plan (Appendix 3). 4.2 Key Achievements 4.2.1 Key achievements over 2025/26 for workforce planning within the context of the People First Strategy have been summarised and reflect the People & Technology Service Plan as reported to this committee. Details of key achievements are in Section 2 - Performance & Review of the Service Delivery Plan. 4.3 Workforce Planning Strategy & Framework 4.3.1 Workforce Planning continues to be challenging in a climate of budget savings and limited resources. The demand for support has been high around the Council’s savings options and the subsequent volume and pace of service re- designs, an on-going need for support related to SWITCH and Organisational Change processes for employees and managers. This has been during a time when Strategic HR has undertaken its own re-structure and transitioned into new ways of working. 4.3.2 All reviews consider the Council’s Standard operating Model (SOM) and digital requirements with services, including Strategic HR and wider corporate services taking part in the roll out of Office 365, SharePoint and OneDrive this year. 4.3.3 Previous years have seen intense volume and activity around the Voluntary Severance/Voluntary Early Retirement (VS/VER) which presented challenges to resource. Considering the limited number of speculative VS/VER requests that could be approved, a targeted approach is now being taken. Requests are limited to those impacted by service redesigns. This change in approach supported timely decision making, resourcing and will continue into 2026/27. 4.3.4 There has been significant development in the workforce planning console, including new data tiles and an updated interface to improve usability. It is Page 224
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Official encouraging to note that usage of the console continues to increase with training available from Strategic HR. 4.3.5 Substantial progress has also been made in the development of generic role profiles which will ultimately play a key part in aiding succession planning, critical role analysis, job evaluation, skills matrix development (including digital skills) and organisational cross skilling in line with our leadership frameworks and recruitment to roles. 4.4 Overview of National Picture 4.4.1 As part of wider workforce planning, the Council continues to input into national and local strategies. Every 2-3 years there is a commitment that a National Workforce Planning Survey will be undertaken, led by the Society of Personnel and Development Scotland (SPDS) and the Improvement Service (IS). The National Workforce Planning Survey for all 32 Local Authorities will be repeated in the coming year, and in preparation planning has already commenced. The findings and recommendations from the previous survey were communicated to all Chief Officers and raised at COSLA (Convention of Scottish Local Authorities) for wider action. 4.4.2 The Improvement Service are currently developing a template for a National (Scottish) Local Authority workforce dashboard. If approved through SOLACE, this will reflect the workforce data of local authorities at a national level, expanding upon the Local Government Benchmarking indicators for the workforce and the key findings of the National Workforce Planning Survey. This year’s survey will also inform the development of the dashboard. 4.4.3 Additionally, a pilot has been agreed through national groups to highlight Local Authorities as an employer of choice through promotional activities and materials. Given the success of this activity in England, it is anticipated that raising the profile of Scottish Local Authorities in this manner will aid recruitment and retention. This will support our People First Year 1 actions for recruitment. 4.4.4 The Glasgow City Region Skills Working Group partnered with the University of West of Scotland to introduce a course for Environmental Health Officers following the success of the ‘fast track’ course for Trainee Planners last year. The goal is that this new provision will support local authorities in the Glasgow City Region area to address recruitment shortages and availability of qualifications in this profession. Page 225
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Official 4.5 Priority 1. Our People (Workforce Profile): Ensure resilience and engagement of the workforce. Equalities 4.5.1 Understanding the makeup of the workforce continues to be a priority. A data verification exercise was carried out in 2025/26 and posted on Trickle, Workforce Update. This did not result in any increased information being received. Alternative ways of collecting information are currently being considered. 4.5.2 Focus has been given to maintaining the Equally Safe at Work (ESAW) programme Development Tier. This year has continued to focus on the development of a sexual harassment policy information in line with the new legislative changes on employers to prevent sexual harassment as outlined in the policy section below. The 2 e-learning modules ‘Together for gender equality’ and ‘Gender Based Violence’ have continued to be available and promoted. Wellbeing 4.5.3 The Wellbeing priority in 2025/26 was the renewal of contracts for the employee benefits platform (Vivup) and the financial wellbeing platform (My Money Matters). The preparatory work has been completed, and the new contracts will commence in 2026/27. Continued promotion of My Money Matters has resulted in a 41% increase in employees with shared cost additional voluntary contributions (AVC’s) to their pensions in the past year. This delivers a saving to the Council and the employee through the mechanism of a tax efficient salary sacrifice agreement. The value of monthly employer savings linked to AVCs has also increased by around 59% in the past year. In addition, the employee benefits platform, Vivup has seen usage rise by approximately 75%, and employer savings from salary sacrifice for home goods and electronics have increased by 28%. Employee Engagement 4.5.4 Through the ‘People First’ Strategy, the Council has committed to develop and improving employee engagement by building on existing good practice. The Council’s main tool for employee engagement remains the digital platform Trickle, available via the website or app which supports inclusivity as it is accessible to the whole workforce. This enables the workforce, including front line employees, to raise issues and access information via the app on their phone. Recognising the benefits of this employee engagement tool, work has continued to focus on improving the level of engagement with Trickle across existing and new users. The number of users is currently 1984, which is a small decrease from1999 as reported in 2024/25. The Strategic HR team are working with services locally to drive the increase in users by directly linking to Page 226
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Official workforce planning actions where needed and encouraging Trickle Champions to be appointed in services. While Trickle has been in place since 2020 and offers clear benefits as a communication and engagement tool, a full review is planned for 2026, in advance of contract renewal. This review will assess the impact of Trickle on employee engagement, ensure continued value for money, and consider alternative options where necessary. 4.5.5 The Council continues to promote several initiatives to support employee engagement including Trickle, 1-2-1 (Be the Best) conversations to support workforce development, recognising success and value through employee recognition awards and understanding the workforce voice through Trickle Moodsense. This is in addition to monthly workforce updates to inform the workforce of key updates across ICT, HR and Health and Safety. 4.5.6 Due to the volume of service re-design processes, employee engagement has been concentrated around consultation processes and ensuring employees receive the required information and supports to enable informed decisions to be made. Services have concentrated on this at a local level through meetings and various written information around the consultation packs with some services making use of internet spaces to cascade and share information for large and front-line service areas. Examples of this are the dedicated intranet pages set up by Facilities Management and Care at Home. 4.5.7 Demonstrating that the Council values employees and celebrates success is a key component of employee engagement. A range of initiatives are in place to support this, including the relaunch of the Council’s employee Recognition Awards. Aligned to the Council’s core ACHIEVE values and launched in November 2024, the first ACHIEVE Awards Ceremony was held on 1 May 2025. A total of 36 nominations were received across all award categories, with winners recognised for their contributions will be celebrated at the next Awards Ceremony. To ensure the awards remain meaningful, high-quality and sustainable, it is proposed that the ACHIEVE Awards are held on a biennial basis. This will allow sufficient time to promote the awards, embed recognition within services, and align the programme more effectively with wider workforce engagement and organisational priorities. Policy 4.5.8 The Employment Rights Bill has brought multiple legislative changes in the last quarter of 25/26 into the first quarter of 26/27 including: • Changes to statutory sick pay entitlements; • Trade Union recognition, in particular notice requirements for ballot and strike action; • Day 1 rights to paternity, parental and bereavement leave for parents; • Collective redundancy award limits and; • Sexual harassment and whistleblowing. Page 227
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Official 4.5.9 Efforts and resources have been concentrated around understanding impacts, assessment of risks and reviewing the employment-based policies and guidance to reflect these changes. This has also involved communications to Trade Unions, Managers and employees to ensure compliance and awareness. 4.5.10 Further legislative changes are scheduled throughout 2026 and efforts continue to be focused on the review, impact assessment and implementation of these changes to ensure preparedness. Forthcoming changes include: • Unfair dismissal rights after 6 months; • Prohibition of exploitative practices regarding ‘fire & re-hire'; • Duty to prevent sexual harassment by a 3rd party; • Removal of zero hours contracts and right for workers to be given average hours contracts after 12 weeks; • Enhanced protection for pregnant employees and those on maternity leave in relation to redundancy; • Unpaid bereavement leave 4.5.11 Whilst work was paused on the Resolution Framework due to other priorities and resources this will be reviewed in the future with consideration given to digital and AI supports in the development of this framework. 4.6 Priority 2. Recruitment & Retention: Current and predicted future workforce gaps are addressed and core skill sets retained 4.6.1 Progress remains steady on this workstream with agreement for national recruitment resources to be developed and piloted within 2 local authorities as outlined at 4.4.3.to highlight the image of Scottish local authorities as an employer of choice. 4.6.2 As per section 4.3.5 Reflecting our Standard Operating Model (SOM) structures and the People First strategy workstreams, a role profile template has been developed supporting the requirements around job evaluation, workforce and succession planning, skills development, job quality and equalities. 4.6.3 A comprehensive review of the Onboarding approach was undertaken and this culminated in the development of a centralised Onboarding hub which was published on the intranet in May 2025. This hub offers useful guidance and information for new employees and managers/team leaders who provide onboarding support, all conveniently located in one place. 4.6.4 Additional supports were also developed including a toolkit with an onboarding checklist for managers, an onboarding checklist for employees and an onboarding checklist for those with senior officer responsibilities. Page 228
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Official 4.6.5 On a local basis the HR Adviser team have been supporting various ‘mock interview’ experiences for High School pupils to prepare them for the world of future work and positive destinations but also promoted the Council as an employer Job Evaluation 4.6.6 This year has seen a significant number of job evaluations being progressed following the implementation of the new Job Evaluation Policy and Procedure and streamlining of processes including the on-line forms. Efforts have concentrated around ensuring evaluations are undertaken within timelines where possible including forward scheduling and the list of roles awaiting evaluation significantly reduced. Job evaluation has been a key activity this year in relation to progressing the service review processes and work around the Strategic Operating Model. The volume of roles for re-evaluation continues to exceed previous years. 4.6.7 Work continues to ensure all data relating to job evaluation is robust and fit for purpose which includes the archiving of historic role profiles and job evaluation information. Also, in relation to the Strategic Operating Model (SOM) providing structured governance moving forward to any proposed changes in line with the Workforce Plan as outlined in section 4.7.3. Career Pathways & Succession Planning 4.6.8 Recruitment and retention remain challenging for certain roles within the Council which follows national trends. Service areas have looked to address these issues with re-structures incorporating succession planning and looking to develop clear career pathways. 4.6.9 Recruitment actions to attract diverse talent remains a priority with links to Working 4U to provide better connections to current and potential talent pools. This year efforts have concentrated around the promotion of Paid Work Placements across the Council with Services being encouraged to offer time- limited, paid work placements for individuals from priority groups who often face compounded barriers to employment. These include Vulnerable Young People, Long-Term Unemployed, Economically Inactive, Families Experiencing Poverty, Individuals with Disabilities, People with Long-Term Health Conditions, Neurodiverse Individuals, Care Experienced Individuals, Minority Ethnic Communities, Community Justice Participants and Residents in Areas of Multiple Deprivation as identified by the Strategic Employability Group. 4.6.10 The paid work placements are fully funded by the ‘No One Left Behind’ fund with the potential to draw from the UK Shared Prosperity Fund offering meaningful experience, enhanced confidence, and improved job readiness by supporting service users into a paid work placement, for a period of up to 6 months. To date there are currently 5 placements in progress across Page 229
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Official Education, ICT, Planning & Building Standards and the Contact Centre supporting communities into employment, the diversification of our workforce and talent pipelines for entry level posts. 4.7 Priority 3. Structure & Roles: Service structures and delivery model/s are stable, fit for purpose and future requirements Budget Savings 4.7.1 Priority has remained on supporting services across the Council to make the relevant savings through service reviews and re-structures ensuring services continue to be robust and fit for current and future demand. A number of key services reviews have been reflected with the service workforce plan updates in Appendix 1. The focus for workforce planning remains to stabilise the workforce and work priorities. With future budget gaps predicted, longer-term workforce planning remains difficult in addition to reviewing how services can be automated/digitalised or delivered more efficiently. 4.7.2 Services with budget savings agreed for 2026/27 are again entering formal consultation periods with cognisance of the new and proposed legislative changes. Effective employee engagement remains core to this process and the workforce console and data continue to be imperative to inform and fully understand the implications of proposals for service delivery, the workforce and ensure accurate notification of the potential impacts. SOM (Standard Operating Model) 4.7.3 Work continues to ensure that the spans of control and ratios of employees to managers is correct and fit for purpose, to ensure service delivery moving forward. This includes the SOM principles and a tier-by-tier approach with Chief Officers and Service Managers down to grade 10 being reviewed and actions planned/commenced to ensure compliance within re-structures and a consistent structure in place to deliver the services required in the future. Work has also commenced on Grade 9 and governance arrangements are ensuring role profiles are updated to reflect current responsibilities and duties. Fit for Future (FfF) Service reviews 4.7.4 A FfF review of the approach to supporting employee wellbeing (with a focus on sickness absence) commenced in 2025/26. The Supporting Employee Wellbeing policy states that every employee should have a Return to Work (RTW) meeting after every absence but figures between October 2023 and September 2025 outlined, only 92% of RTW meetings were recorded and only 52% of RTW online forms completed. The review explored the RTW process which should be followed when an employee returns to work following a sickness absence (where no manager’s prompt has been reached). Page 230
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Official 4.7.5 The data (from October 2023 and September 2025) was analysed, the processes were mapped and those who complete RTW tasks were asked about their experiences of the process to help identify areas for improvement. As a result, the intranet pages were updated to make the guidance more straightforward for managers to follow and improvements to the online form introduced. Work will continue in the new financial year by focussing on the approach when manager’s prompt has been reached and the subsequent steps which should be taken. It is expected that these improvements will support managers and employees to undertake these processes more effectively, essentially bring efficiencies and contribute to supporting attendance. Information & Data 4.7.6 The workforce planning console is the key interface of workforce information for managers using real time data. Further developments have taken place this year providing the following: • Maternity Leave indicators • First Aid Allowances indicators and reporting • Timesheet analysis now included Teacher specific payments • Moving of HR21 reports onto the Console • Demonstration Console created for Training and illustration purposes • New front-end layout, style and colour scheme • Minor improvements to SSSC registration and pre-registration report • Various behind the scenes improvements for performance 4.7.7 As this remains a key tool for daily workforce planning and longer-term trend analysis, future improvements are planned around post specific reporting, moving further HR21 reports to the console, integrating the Leisure Trust to the console and further improvements to the user interface. Table 1 below outlines the console usage over the period. Page 231
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Official Table 1 4.7.8 The number of hits on the console has increased from last year by 426 with the top reasons for remaining similar as illustrated below in Diagram 1 and 2: Diagram 1 (Below): Console Hits 2024/25: Console Usage 2024-25 Console Usage 2025-26 Month Average No of users per day ** Including weekends Month Average No of Users per day **not including weekends) APR-24 8.2 Apr - 25 31.27 May-24 9.2 May - 25 32.23 Jun-24 10.6 Jun - 25 29.81 Jul-24 11.8 Jul - 25 28.83 Aug-24 18.2 Aug -25 34.62 Sep-24 23.3 Sept - 25 30.05 Oct-24 23.1 Oct -25 35.43 Nov-24 23.8 Nov -25 34.95 Dec-24 18.2 Dec - 25 27.87 Jan-25 23.7 Jan - 26 35.55 Feb-25 28 Feb-26 35.20 Mar-25 31 Mar- 26 28.73 Page 232
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Official Diagram 2 (Above): Console Hits 2025/26 4.7.9 Data and analytics continues to play a key role in considering future resource requirements and supported the People & Change function, leading to a review of the workload and support the team provides. 4.7.10 Surveys, self-evaluation, service design and quality improvement exercises and workshops continue to provide beneficial insight into areas for enhancement and have informed associated action plans. 4.8 Priority 4. Skills & Capabilities: Current and future skills gaps and capabilities are addressed. Learning & Development 4.8.1 Following the People & Change restructure, Learning and Development activity has been incorporated within the People & Change Partners remit. This change supports a more joined up and consistent approach to workforce development, organisational change and capacity building across the Council. 4.8.2 The comprehensive in-house delivery programme continues to be well supported by managers and employees. Feedback from delegates continues to be very positive across all programmes with an average rating of 4.7/5. Feedback from delegates reinforces that employees both enjoy the development and can apply the learning in their own workplace context. 4.8.3 Usage of iLearn continues to be key in the development process, although there is a decrease in numbers this year this may also be due to the declining headcount and recruitment intake as course are usually renewed every 1-2 years. The number of users still engaging is substantial and learning remains accessible on any device 24/7 iLearn providing flexibility to Page 233
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Official ensure that there is learning provision for all employees, regardless of their working hours or style. Usage over the last 3 years can be seen in Diagram 3 below: Diagram 3 Digital Transformation & Skills 4.8.4 A Digital Senior Manager’s Network was delivered in June 2025. External speakers were present to update on: • Alignment of local and national priorities • M365 – the art of the possible • Demistifying RPA and AI • Turning Data into Action 4.8.5 Service Design training was offered. This training (developed in-house by a qualified service designer) provided an overview of service design including research methods, the development of an idea through to solution and continuous improvement thereafter. 4.8.6 Two resources (Digital Duel and Digital Dilemma) were developed with an aim of making digital fun. Digital Duel introduced a character and allocated them points in 6 different digital related categories. Thereafter you tried to win all the cards by picking the category which you thought would beat your opponent (i.e. the computer). Digital Dilemma made further use of these characters but posed a digital related question and asked who the best character would be to help. 4.8.7 The Digital Office for Scottish Local Government and the Scottish Digital Academy developed a series of 15 videos on data literacy focussing on what data is and why it matters. The series was advertised on a weekly basis. 4.8.8 The Digital Office for Scottish Local Government, the Scottish Government and the Data Literacy Academy worked in partnership to create Data Literacy training and two employees from the Change & Digital team participated in Page 234
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Official the pilot delivery of this training. One employee successfully completed the Data for Business training and the other completed the Data for Business Pro training. 4.8.9 The M365 Skills Hub was advertised. This is an online learning resource for Microsoft users which is available to local authorities and other public sector organisations. Through the hub, self-paced guided learning is available, you can view recordings of training sessions and there are opportunities to join live training sessions in the future. Free training opportunities from Microsoft were advertised including the 5-week TechHer programme which offers free introductory training on cloud computing, artificial intelligence, power platform, Copilot and online security. Virtual Training Hours were promoted. This training gives employees an opportunity to develop their digital skills by attending instructor led webinars. Topics which were offered during the most recent programme included Microsoft 365 Copilot, Copilot Chat, Copilot Agents, Power BI, boosting productivity with Copilot in Outlook, PowerPoint, Word and Excel. 4.9 The current workforce profile 4.9.1 The workforce profile as at 31/3/26 is attached in Appendix 2, with comparisons made against the previous year and commentary on trends. The main observations are detailed below. 4.9.2 There has been a 3.93% decrease in Headcount and working hours which is nearly double the decrease of the previous year. When compared to the same period last year, there has been a headcount reduction of 210 across the council, a 100 more than last year. This reduction change is spread across the services and is mainly accounted for by the implementation of savings options and recruitment restrictions. 4.9.3 This year has seen a decrease in fixed term contracts indicative of service reviews coming to a conclusion and a further decrease of 10 apprenticeships mainly from Roads & Neighbourhood Services. The casual/supply pool headcount has also decreased particularly supply teachers. This is due to auditing of the pool for those who have not undertaken work within a specific time frame, moving teachers into different contracts and also them moving to employment elsewhere. It is also indicative of the reducing pool of qualified teachers available to the Council. 4.9.4 Reviewing the comparison data the overall workforce has steadily declined across the services in measures that are indicative of their size with the bulk of the reductions in Community Health & Care, most likely due to the Home Care Review. 4.9.5 The percentage split of the overall sex profile continues to remain a static with an overall split of 26.6% male and 73.4.% females as does the age distribution. It can be noted that there is a slight difference in the age group categories, although the 60–64-year-old category percentage remains stable, Page 235
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Official loss of headcount from other age groups has resulted in this being the second highest age category this year. The percentage of those working past 65 years of age has remained stable. 4.9.6 In line with the reduction in headcount there is also a less new starts this year as Services make considerations around budgets, structures and recruitment. Turnover has increased this year also to 15.7%, 3.5% from the previous year in line with that of 2022/23 (15% in 2022/23, 13.2% in 2023/24 to 12.2% in 2024/25). The highest percentage turnover remains in Citizen, Culture and Facilities closely followed by Education and Community Health & Care in terms of headcount. 4.9.7 There has also been a slight increase in the number of Voluntary Severance and Voluntary Early Retirement (VS/VER) by 5 from 2024/25 due to service reviews and budget savings being implemented. Although the VS/VER process is now targeted and individuals who are part of the service review processes where their roles are ‘at risk’ it is expected that this figure will remain similar as we enter into 2026/27 budget savings processes. 4.9.8 The number of employees taking retirement between the ages of 55-59 has decreased this year along with the number of flexible retirement applications approved. It is noted that the changes to the Pension fund in terms of strain on the fund figures for flexible retirement and Services ability to mitigate these in the current financial climate will have impacted on the number of approved applications. Flexible Retirement continues to be a popular option for employees who wish to work in a reduced capacity and access their pension whilst enabling the Council to retain their skills and experience, however the trend of a reduction in those released may continue due to the costs associated. 4.9.9 This year has seen a slight increase in sickness absence compared to the previous year (14.53 full time equivalent workdays lost per employee) from 14.3. in 2024/25. Although the same reasons of minor illness, personal stress and acute medical conditions remain the highest with front line employees having the highest levels of sickness. Employee wellbeing and engagement supports will continue to be developed and deployed. 4.10 Workforce Planning Actions for 2026/27 4.10.1 The Corporate Workforce Plan for 2026/27 has been reviewed and updated in line with progress and priorities and key actions are summarised in the P&T Delivery Plan 2026/27 at Section 3, Strategic Assessment. 4.10.2 A summary of key areas for progression and continued development are outlined and build on many of the actions in previous years. It is recognised that these actions are all interdependent and contribute to the wider People First Strategy but are also reliant of resourcing which requires to be prioritised to meet the needs of service delivery and savings. Page 236
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Official 4.10.3 A mid-year update will be provided as part of the service delivery plan reporting schedule, and a more detailed outline of progression will be reported at the end of 2026/27 for workforce planning. 4.10.4 The People First and Workforce Planning Strategies will require review following 2027 and planning and consideration around future strategic developments is likely to commence this year in line with the Council’s Strategic Planning Process. 4.10.5 The priority areas of work will continue under the same banners as 2024/25 and outlined in section 4.1 and will be managed through the People and Technology Service Delivery Plan. 5 People Implications 5.1 Integration of workforce planning within wider organisational planning processes ensures that workforce issues are effectively identified and addressed. This supports the Council’s commitment to its’ employees in relation to all aspects of their employment, ensuring that employees’ needs are met, and that efficient and modern services are effectively delivered both now and in the future. 6. Financial and Procurement Implications 6.1 There are no additional financial or procurement implications associated with this report. There are funding streams associated with the initiatives mentioned in this report, but these are already secured. 7. Risk Analysis 7.1 A robust approach to workforce planning ensures that the Council identifies current and future needs and identifies potential risks to the council at an early stage. This proactive approach allows strategies and policies to be developed that ensure the continued delivery of best value services. A risk has been identified in relation to being sufficiently resourced to be able to undertake key workforce planning actions in the coming year and/or to be able to respond to workforce planning actions arising. 8. Equalities Impact Assessment (EIA) 8.1 A full EIA is not required in relation to the Council Workforce Plan as individual assessments will be undertaken in relation to each area of work referred to as it is progressed. Page 237
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Official 9. Consultation 9.1 The Strategic Leadership Group have been involved in the development of the plan through preparation of the Delivery Plans and this report and associated appendices have been provided to the relevant trade unions on 12th May 2026. 10. Strategic Assessment 10.1 The contents of this report and the workforce planning process supports the Council’s Priority 4, ‘Our Council’, Objective 10 ‘Our workforce is resilient and skilled where digital technology supports service delivery for our residents’ to make the best use of both financial and human resources resulting in a positive impact upon service provision. Victoria Rogers Chief Officer - People & Technology Date: 12th May 2026 Person to Contact: Lisa MacGregor, People and Change Partner 16 Church Street, Dumbarton Tel: 07949800801 Email: Lisa.MacGregor@west-dunbarton.gov.uk Appendices: Appendix 1 – Council Workforce Plan Progress update 2024/25 Appendix 2 – Workforce Profile and Monitoring 31st March 2026 Background Papers: Council Workforce Plan 2017-2022: Update & Annual Action Plan 2022/23 Chief Officer Area Workforce Plans (as part of Service Delivery Plans) 2022-2027 The Workforce Planning Strategy and Framework 2022 – 2027 Wards Affected: None Page 238
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Appendix 1 - Workforce Planning 25-26 Strategic Actions Overview actions. 3lst March 2026 1. Our People (Workforce Profile) Strategy Develop and implement wellbeing, employee engagement, equality, and training plans to enable capabilities, improved resilience and promotion of a diverse workforce. SERVICE KEY ACTIONS TO CONTINUE INTO 2026/27 Citizens, Culture and Facilities – Amanda Graham, Chief Officer • Review employee engagement following Facilities Management model implementation - consultation for service redesign is complete. Facilities management has implemented ongoing engagement as part of redesign and will have a further staff survey following implementation of the new service model in 2026/26 • Investigating technology options with Council data analyst to deliver improved absence and leave planning in contact center alongside market research • Libraries looking at automation to provide work force scheduling tool and subject to outputs this may transfer to Contact Centre Education Services – Gillian Hamilton, Chief Officer • Moving to implementation of Children's Support Service review • Children’s Support Service Review currently paused Housing Services, Peter Barry, Chief Officer • The Building Services improvement plan continues to be implemented with significant progress made with ongoing focus on automation, communication, and culture. ITEM 13 - APPENDIX 1 Page 239
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• Regular 1-to-1s with frontline staff are embedded, alongside monthly toolbox talks, monthly newsletters, and biannual Be the Best conversations. There has been a noticeable positive shift in culture, with continued emphasis on maintaining effective back-to-basics conversations. People & Technology, Victoria Rogers, Chief Officer • People & Change restructure and transition completed • Developed and delivered wellbeing session for People & Change team to support team in busy transition period following restructure • Monthly Team Meeting format updated to reflect current needs of team with weekly team calls adjusted to reflect requirements to help to ensure team development and wellbeing is supported within the reduced capacity of the new team structure. Resources, Laurence Slavin, Chief Officer • Assessed succession planning across service areas to ensure preparedness for known and potential exits/absences from the Council and supports for individuals and wider team. Actions completed including creation of temporary roles to aid succession planning in Finance and realigning Finance Business Partner roles to support transition to new structure • Planning commenced in Asset Management in preparation for planned retirements • Consider future structured approach to workforce planning rather than piecemeal reductions including Finance restructure, changes within Audit team, succession planning in Assets and mapping of critical roles in Business Support. • Reviewed age profile for succession planning across Asset services in anticipation of flexible working/retirement Page 240
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applications over next 1-2 years to ensure resilience Roads & Neighbourhood, Gail MacFarlane, Chief Officer • Continued monitoring of workforce demographics to ensure resilience and promotion of service for breakdown of gender stereotypical roles through Modern Apprenticeship and Recruitment Programmes • Working 4U have continued to promote of roles with a gender Bais across all genders. This includes sessions within schools to attract or encourage school students to have a broader understanding of the opportunities available to them • Roads Structure Review commenced identifying single point dependencies • Grounds and Waste services will promote use of trickle with front line staff at the next “toolbox talks”. • Commenced reviewing of succession planning requirements (Critical Roles). Action progressing with Roads Structure Review commenced and Grounds and Waste Review to commence. • Service working with HR to develop a workforce update highlighting the benefits of Trickle to front line staff CASE STUDY: P&T – People & Change Re-structure As part of workforce planning activity to support compliance with the Strategic Operating Model (SOM), several targeted changes were implemented across People & Change specialist teams. These changes focused on maintaining statutory and core service delivery while reducing management layers and accepting a measured reduction in capacity for discretionary and improvement activity. Within Organisational Development, the removal of a senior lead post improved SOM compliance and strengthened alignment with Strategic HR through revised line management arrangements. Core learning and development provision continued unchanged, supported by an existing strategy to 2027. The primary impact was a reduction in capacity to design new interventions or respond to bespoke requests. In Health & Safety, the move to a single lead model reflected successful succession planning and increased generalist capability across the team, including fire safety competencies. Statutory duties continued to be met, although some audit and inspection cycles were extended from two to three years from 2025/26, reflecting reduced capacity and the loss of specialist experience. Strategic HR experienced a reduction in senior management capacity through the deletion of a People & Change Partner post, increasing spans of control to achieve SOM Page 241
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compliance. While core reactive and operational support continues to be prioritised, preventative, wellbeing, and improvement activity has reduced. The approach taken across the teams mitigated against the loss of 2 experienced members of the team in a short space of team, with the retirement of the previous Strategic People and Change Manager being brought forward, this meant that the pool of People and Change Partners were able to apply for a promoted post with the vacancy created through the appointment being taken as the saving and avoiding a compulsory redundancy situation. Through the use of the Organisational Change Policy and Procedure and successful succession planning, the team have been able to transition to the new structure effectively whilst mitigating impact on core service delivery. 2. Recruitment & Retention Strategy Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. SERVICE KEY ACTIONS TO CONTINUE INTO 2026/27 Citizens, Culture and Facilities – Amanda Graham, Chief Officer • Recruitment has centred around facilities management and the re-structure with several new promoted posts being available for internal employees giving increases of grade and hours as well as development opportunities • Remaining vacancies to be filled externally following exhaustion on internal employee talent pools. Education Services – Gillian Hamilton, Chief Officer • Completion of annual staffing exercise is complete to support the recruitment and retention of teachers in line with service and workforce needs, school roll projections, national policy and organisational change procedures • Exit strategies for temporary funding streams that impact on employee roles has commenced along with Organisational Change procedure – further work will proceed in 2026/27 • Allocation of probationer teachers still to take place along with bulk recruitment exercise for teachers. Housing Services, Peter Barry, Chief Officer • Reviewed methods to improve recruitment & retention for hard to recruit roles within each service area • Increased scope for advertising roles for plumbing and • Work is also underway to explore costings and information for a Housing Options Toolkit for all Page 242
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Joiners. This had a positive impact after apprenticeship additional year is allocated to retain staff and improve qualification levels. • Implemented quarterly check-ups with area coordinator to ensure retention of workforce and ensure best experience for the apprenticeship, this has resulted in positive experiences and encouraged take up of driving licences for improved future employment. • Reviewed Career Pathways in Housing and access to qualifications/learning to allow employees to progress by encouraging staff to undertake HNC construction management course. • Work is also underway to explore costings and information for a Housing Options Toolkit for all frontline Housing Operations staff. frontline Housing Operations staff. People & Technology, Victoria Rogers, Chief Officer • New role profile templates developed and tested to support job evaluation, recruitment & retention, succession planning & career pathways and employee development. • Implementation will commence in 26/27 with approach considering reduced resource available. Regulatory & Regeneration, Alan Douglas, Chief Officer • Completed implementation of management review in legal services by filling vacant posts including section head posts • Completed implementation of restructure in Building, Planning and Environmental Health Services by filling remaining vacant posts where possible. • Developed a building standards training post and a technical support officer is attending an HNC Architectural Technology course to ensure resilience • Further work to be completed regarding new posts that will require to be filled. Resources, Laurence Slavin, Chief Officer • Actions planned for this year in relation to responding to recruitment requirements in terms of national shortages, Page 243
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attraction to the role and gender barriers, career pathways, and development opportunities • Developed pathways, where feasible, for career progression and foster continuous learning and development to ensure the council is retaining and developing talent CASE STUDY: Housing Services – Building Services & Modern Apprenticeships Building Services has, in recent years faced problems in relation to recruiting skilled trade employees into the service and the retention of apprentices after their training time was served. A benchmark comparison of other Local Authorities was undertaken and indicated that our salary rates were average compared to the external market. It was acknowledged however that our terms and conditions and security of employment are better than the private sector and that we cannot compete with short term (higher renumerated) contracts. In order to retain our apprentices and create a talent pool to ensure we are appropriately resourced in the future the Service offered apprentices 1 year fixed term contracts at the end of apprenticeships with a view to make permanent if possible. The Service also promoted an advanced craft qualification which the Council fully funded. As a Council employee there is always an opportunity to undergo additional training which we part fund too. In addition to advertising on My Job Scotland alone, the service have also shared vacancies and opportunities on the Council Facebook page to widen the search when recruiting whilst promoting our Terms and conditions of employment. Although recruitment remains a challenge, with these additional steps we can ensure that any recruitment opportunities are explored fully. The number of apprentices leaving within a year of the time being served is now low and we look to provide any learning opportunities where possible to retain them. Depending on the external market at the time of the recruitment there may not be a good response but re- advertisement often yields more interest. Next steps would be to continue to build on the initiatives in place and through the monthly Workforce Update continue to promote ongoing training opportunities as well as tapping into any partner training which is applicable for continuing development. Page 244
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Priority 3: Roles & Structures Strategy: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies. SERVICE KEY ACTIONS TO CONTINUE INTO 2026/27 Citizens, Culture and Facilities – Amanda Graham, Chief Officer • Considered roles in relation to optimum operating model along-side budget savings with work underway to consider the delivery of savings for 26/27. • Arts and Heritage review has commenced and has identified a requirement to changes to roles and/or structure of the team with SOM compliance considered • Libraries Review has commenced and preparation is underway to consider work required to review and develop role profiles for Library staff where there is a requirement to review profiles (Management team). Role profiles for front line staff amended to account for Protection of Vulnerable Groups (PVG) requirements • Consider peer supports in contact centre for Learning & Development and efficiencies. One to one process has identified opportunities, and we have delivered the same via reception and contact centre • New model has been developed and will ensure we provide appropriate resilience for service delivery staff development and support career progression for front line staff. • Arts and Heritage review to continue Education Services – Gillian Hamilton, Chief Officer • Reviewed roles within staffing team to ensure they are fit for purpose and future focussed with a particular attention to project delivery roles • Reviewed Early Years Assistant role to ensure that it is fit for purpose. • Consultation with trade unions is due to commence. Page 245
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• 2025/26 Savings options implemented across the service with consideration of service delivery and impacts on teams New Faifley Campus opened with required changes to teams in Auchnacraig & Lennox made to ensure that transition was appropriately supported • Implement Children's Support Service review commenced with new role in place • Reviewed of how the Professional Learning Team deliver the service to ensure new requirements met with limited resource following changes to General Teaching Council Standards (GTCS) levels. Engagement maintained with GTCS, West Partnership, and neighbouring Local Authorities to support implementation of the updated MyGTCS platform. Full engagement with GTCS training materials to support successful rollout. Guidance and training actively promoted to provisionally registered teachers, supporters, and head teachers. • All Probationer Teachers completed training on MyGTCS platform functionality and responsibilities. • Expansion of Additional Support Needs support with the new Riverside establishment opening in August 2025 • Implemented use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies including online payment processes implemented to support automated payment of childcare hours and Out of School Care and fully remote access to the Psychological Service database delivered in collaboration with ICT. • Shared Google Classroom promoted and used effectively to streamline access to student data and resources for Student Coordinators and School Regents with Google File structure established based on How Good is Our Local Education • New job profiles undergoing job evaluation implementation is aligned to support service review which is currently delayed Page 246
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Authority and the National Improvement Framework, ready for population. • Continued use and updating of local protocols and systems for managing student placements including active engagement with stakeholders, new guidance, and training opportunities to ensure high quality, GDPR compliant placement processes. Includes ongoing engagement with national networks to ensure alignment with national protocols and partnership working with universities to ensure accurate and timely placement information. • Initial scoping with PEPs to align self-evaluation to new guidance and list of Performance Indicators for Education, Learning and Attainment produced to audit duplication and repetition. Supporting templates and datasets produced for Early Years Data Leads and New Primary Data Leads established • Excel training for new Primary Data Leads delivered in January 2026. • Completion of local authority self-evaluation How Good is our Local Authority evaluation in quality indicator 1.2 Improving outcomes and How Good is our Local Authority evaluation in quality indicator 1.1 Leadership, Direction and Continuous Improvement. Engagement with QUAD local authority officers to evaluate strengths and areas for improvement. • Dates and topics agreed for Early Years Data Leads to support expansion of system wide data work. • Engagement with Education Officer (Senior Phasing) regarding Secondary Data Leads Programme via Curriculum Support Networks- proposal completed and agreed in principle. Housing Services, Peter Barry, Chief Officer • Modernised service delivery through workforce flexibility and capacity including pilots for multi-skilling and flexible working to improve efficiency, Value for Money, and customer satisfaction • Flexible retirement and flexible working have been • Work is ongoing with Strategic HR partner to review Housing Assets structure for SOM compliance Page 247
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considered and implemented where possible • A continual drive towards Value for money exercises and ideas run through all monthly meetings to achieve relet standards and repairs policy standards adequately without exceeding obligations, managing throughput and customer expectation. • Reviewed Fixed Term contracts within Building and filled permanently for resilience. • Work is ongoing with Strategic HR partner to review HA structure for SOM compliance People & Technology, Victoria Rogers, Chief Officer • Implement ICT revised team structure and adjusted service provision. Structure is SOM Compliant with adjustments at management level. Regulatory & Regeneration, Alan Douglas, Chief Officer • Reviewed structure in line with SOM principles to identify and address areas of non-compliance where necessary. Changes identified to management level roles • Reviewed impact of saving options and management adjustments identified as part of budget process for 25/26 and implement any required changes. • Planning, Building Services and Environmental Health identified within options. Savings for Review of Environmental Health and Antonine Wall achieved with minimal impact on overall service delivery. • Implementing flexible structure in Building Standards team that allows appointments to be made based on service need whilst providing potential career pathway in key areas of work. • Actions to implement changes required have begun • Planning savings in progress - Lead Planner post was not able to be filled but service has now been successful in recruitment. Combining Dog and Pest Control ongoing and savings expected to be achieved in line with target. • Building Services Structure agreed. Structure will be in place 26/27 Page 248
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Resources, Laurence Slavin, Chief Officer • Review Internal Audit Service - Activity planned for 25/26 completed. Service reviewed and new delivery model identified and implemented. • Continued to embed the new structure within Finance in line with timetable; temporary posts in place, succession planning completed, Finance Business Partner roles realigned. • Service re-structure in Asset management commenced • Implementation will continue into 26/27 as planned until completion. • Service re-structure in Asset management in relation to working hours, trainee post, career progression, Som Compliance and staff development and resilience delayed due to resources but will continue in 2026/27 Roads & Neighbourhood, Gail MacFarlane, Chief Officer • Review structure and roles in Roads & Neighbourhood to reflect service delivery requirements in line with budget savings for 2025/26 and SOM Compliance • • Cross service review underway to review service capacity and resources. CASE STUDY: Citizen, Culture & Facilities - Facilities Management – Re-structure Facilities Management (FM) is one of the Council’s largest services, employing around 600 staff delivering cleaning, janitorial and catering services across operational and educational buildings. Prior to the redesign, the service faced long-standing challenges including high absence levels, recruitment and retention difficulties, fragmented contracts and limited career pathways. In response, a comprehensive service redesign was undertaken, informed by a service review, staff survey, working groups, extensive consultation wih employees and ongoing engagement with Trade Union colleagues. Over 400 one-to-one meetings were held with staff, supported by regular communications and access to wellbeing and HR support. Implemented on 30 March 2026, the new model provides a more resilient, flexible and efficient service, with fairer contracts, clearer progression Page 249
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routes and reduced reliance on overtime and agency cover. Next steps include embedding the new structure, ongoing staff engagement and monitoring workforce outcomes to ensure benefits are sustained. 4. Skills & Capabilities Strategy Develop and implement training plans and development opportunities to improve capabilities and resilience within the workforce. SERVICE KEY ACTIONS TO CONTINUE INTO 2026/27 Citizens, Culture and Facilities – Amanda Graham, Chief Officer • Addressed performance issues within services to ensure quality services in Facilities management and contact centre. Performance is being proactively managed with Facilities Management. Telephone performance reviewed and reported to PMRG Sept 2Report produced and outcome and actions completed. Visited all SMT for discussion on customer service and complaint management. Awareness and adherence sessions • Developed forum for managers for ‘lessons learned’ across service for peer support and consistency of application meeting every 6 weeks to review instances and share best practice. • Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. Education Services – Gillian Hamilton, Chief Officer • Employees worked with corporate support teams to explore further opportunities to use robotic process automation in school offices and reduce volume of manual admin tasks. A list of possible automation projects has been submitted. • Ensure employees are appropriately skilled to implement the digitisation of school transportation processes. • List of possible automation projects has been submitted for consideration • This action is shared with Internal Transport. Education team are upskilling in terms of GIS and Page 250
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• Implement Continuing Lifelong Professional Learning guidance for Early Years employee group that are SSSC registered to ensure compliance with new registration requirements • Identified and develop opportunities to maximise impact of Share point across the service and adapt ways of working as required • Update on changes to professional learning requirements shared with Heads and Managers at the Leaders Meeting and Scottish Social Services Council (SSSC) advice support guide issued to all staff teams. • Pathways Model shared with all establishment leaders alongside Professional Review and Development (PRD) paperwork and guidance reinforcing expectations around PRD engagement. • Leadership Pathways Model promoted through bulletin, social media, staff focus groups, and Google platforms. • Leadership Pathways Model updated to align with Support Staff and Support Staff in Specialist Settings, clarifying core and enhanced expectations. • ELCO workforce survey completed to gather views on further training and support needs. • Evidence gathering underway through data review and the first focus group (WDC DHTs) to identify leaders and establishments not yet involved in coaching development. • Whole service professional learning offer established in collaboration with all Education services. • Comprehensive central professional learning overview developed and shared for Terms 1–2, updated in January for Terms 3–4, providing streamlined access for all ELCC, Primary, and Secondary staff. • Overview promoted via Professional Learning Coordinators webforms, and IT are upskilling in filling in the forms online instead of paper-based systems. Page 251
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Term 1 Forum and HT Induction. • Multi agency Calendar of Professional Learning shared across platforms as part of the WDC Professional Learning Overview and through networks and forums. • Central booking system for professional learning spaces embedded. • Temporary Staff Learning Passport implemented to support staff in evidencing training, impact, and development needs. • Six Improving Our Classrooms (IOC) participants undertaking this year’s programme; all have completed five core sessions and begun data interrogation to inform Casetudy improvement Questions. • Learning visits scheduled for January/February to support triangulation of evidence. • Four IOC mentors recruited from last year's cohort, with one returning mentor added. • Education team upskilling in GIS and webforms. • IT team upskilling to complete forms online instead of using paper based systems. Housing Services, Peter Barry, Chief Officer • Refresh management skills and effectiveness to meet service demands and financial pressure - focus at management meeting has been to apply financial constrictions and make saving where possible. • Management skills and effectiveness refreshed through the introduction of Power BI service reports across Housing Operations, now in place for Team Leaders and above. • New reports covering areas such as, abatements, decants, voids, and lettings are actively used. Balanced scorecards are scheduled between Team Leaders and Management to Page 252
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help reduce spend while maintaining value for money and service quality. • Ongoing monitoring continues to ensure management capability remains effective in addressing service demands and financial pressures. People & Technology, Victoria Rogers, Chief Officer • Digital Skills of team developed in order to support roll out of M365 and Sharepoint- as appropriate Resources shared, further learning will now be part of business as usual skills development for team. • Strategic Human Resources, HR Connect and Payroll are in process of migrating to M365 and Sharepoint, team meetings taken place to develop teams awareness of functionality and support resources shared to develop skills. Regulatory & Regeneration, Alan Douglas, Chief Officer • Identified learning opportunities that support the development of skills and knowledge required for hard to fill posts in Building Standards team - revised structure to support career pathway agreed by Strategic Resources & Recovery Group • The service secured a funded place on an HNC Architectural Technology course that has been attended by an officer from the technical support team. • Implementing in conjunction with HR and Job Evaluation. Resources, Laurence Slavin, Chief Officer • Developed pathways, where feasible, for career progression and foster continuous learning and development to ensure the council is retaining and developing talent - In Business Support given the financial pressures, SOM and limited training budget, focus has been on maximising internal opportunities such as job shadowing, project-based development, and knowledge sharing across teams. Page 253
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• Regular 1 to 1 discussions will continue to identify aspirations and support career conversations, ensuring staff feel valued and engaged despite constrained resources. • Focus on cross skilling of roles/skills for resilience and career progression in Asset Management & Finance Services. Roads & Neighbourhood, Gail MacFarlane, Chief Officer • Upskilling drivers across the service to undertake the range of driving duties to promote cross service working and improve resilience - Drivers put through LGV training and C1+E trailer training. • Fit for future actions progressed including training for mechanics and new ilearn developed within Fleet Services to promote development opportunities. Cross service consideration being given to hard to recruit roles. • Mechanics trained in maintenance of Electric vehicles and to continue to monitor development of technology to stay up to date CASE STUDY: Education Services – Leadership Pathways Model Leadership development across the service lacked consistency, transparency and systematic monitoring, making it difficult to ensure equitable access to high-quality professional learning. There was no single mechanism to track participation, identify gaps across sectors or ensure staff were being supported consistently regardless of role or establishment. Workforce analysis highlighted further risks, including an ageing leadership profile, anticipated retirements, recruitment challenges and uneven engagement in existing opportunities. These issues collectively demonstrated the need for a manageable, equitable and transparent model to strengthen leadership capacity and support sustainable workforce planning. Page 254
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To address these challenges, we developed and implemented the WDC Leadership Pathways Model—a structured, progressive and service-wide approach to leadership development. The model includes a universal strand offering all staff access to high-quality leadership learning, and a targeted workforce-planning strand that tracks participation to ensure transparency and equity. It was co-designed with staff across all sectors to identify role-specific leadership skills and align professional learning with GTCS and SSSC Standards, corporate leadership frameworks, PRD processes and the wider WDC professional learning offer. Designed as a live, adaptive framework, the model is regularly updated to remain responsive to emerging needs. The model has delivered clear benefits, creating a consistent, transparent and standards-aligned approach to leadership development. Staff now access a streamlined “one stop shop” offering coherent, role-specific learning and clear pathways for progression. Engagement has strengthened significantly: uptake of the national Into Headship Award has nearly doubled, with many participants progressing into acting or permanent Head Teacher roles. Of the 60 staff engaged in the model in session 24/25, 42% moved into the promoted post they were preparing for. Staff report improved communication about opportunities, greater equity of access and easier navigation of professional learning. The model has also enhanced workforce planning by enabling targeted, needs-led professional learning informed by robust monitoring data. Next steps will continue the focus on deepening integration of the Leadership Pathways Model within the WDC Be the Best Framework to ensure all staff, including non-teaching colleagues, access leadership development. We will continue embedding leadership development within PRD processes, using evaluation data to refine professional learning offers and expand high-quality, role-specific opportunities. Ongoing monitoring will strengthen the workforce-planning strand by maintaining a clear profile of staff preparing for promotion. We will also widen communication channels and support leaders and Professional Learning Coordinators to champion the model, ensuring early-career staff experience leadership development as a core expectation of practice and sustaining a future-focused leadership workforce. Page 255
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Official Appendix 2 – Workforce Profile and Monitoring Report – 31st March 2026 This appendix provides information on the workforce demographic, allowing for monitoring of trends and consideration of workforce impacts and includes headcount, contract status, grade, sex and gender profiles, length of service, new starts, turnover and leavers and analysis of employees released through early retirement and voluntary severance. Also included is information relating to redeployment through the SWITCH process and sickness absence. 1. Headcount Table 1.1 below relates to the year-end workforce profile as of 31st March 2026 and examines changes in that profile over time. Table 1.1 When compared to the same period last year the council wide total headcount has decreased by 220 overall. This is due to reductions of 166 permanent contracts, 10 apprenticeships and 44 fixed term contracts. The casual headcount has decreased by 100 compared to the previous year, mainly due to a reduction of 128 casual teachers. This will be due to auditing the casual pool and placements in other contracts. ITEM 13 - APPENDIX 2 Page 256
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Official Table 1.2 below shows this year’s figures compared to the last 4 years and illustrates a reduction in apprenticeship roles since 2025, after seeing an increase between 2023 – 2024. It also captures the steady decline in the workforce; -7.89% in the fixed term headcount and -3.34% in the permanent headcount. Table 1.2 Headcount Variance Overall Headcount Variance Apprentices Fixed Term Permanent Total 31/03/2022 - 31/03/2026 No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2022 54 0.91% -7.00% 527 8.91% -1.00% 5335 90.18% 1% 5916 -1.00% 31/03/2023 62 1.06% 14.81% 485 8.26% -7.97% 5326 90.69% -0.17% 5873 -0.73% 31/03/2024 69 1.17% 11.29% 509 8.92% 4.95% 5123 91.44% -3.81% 5701 -2.93% 31/03/2025 59 1.05% -14.49% 558 9.98% 9.63% 4974 88.96% -2.91% 5591 -1.93% 31/03/2026 49 0.91% -16.95% 514 9.57% -7.89% 4808 89.52% -3.34% 5371 -3.93% Page 257
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Official Table 1.3 below provides more information on the variance across all services with the comparison data illustrating the steady reduction of the workforce. Table 1.3 Variance across services (in headcount) 2026 compared to 2025 Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 0 0 16 -37 605 20 621 -17 Education 4 -1 126 7 895 -30 1025 -24 Housing 34 -2 27 -2 478 -24 539 -28 People & Technology 1 0 15 -4 181 -10 197 -14 Regulatory & Regeneration 0 0 3 -1 107 2 110 1 Resources 0 0 4 -2 164 0 168 -2 Roads & Neighbourhood 10 -7 54 6 340 -26 404 -27 Chief Exec Office 49 -10 245 -33 2770 -68 3064 -111 Child Health Care & Criminal Justice 0 0 25 2 226 -3 251 -1 Community Health & Care 0 0 82 -15 784 -75 866 -90 Finance & Resources 0 0 1 0 5 0 6 0 Mental Health Addiction & Learning Disabilities 0 0 5 3 110 -18 115 -15 Strategy, Planning & Health Improvement 0 0 1 0 28 -5 29 -5 Health & Social Care Partnership 0 0 114 -10 1153 -101 1267 -111 Strategic Management 0 0 0 0 12 0 12 0 Local Government Employees Total 49 -10 359 -43 3935 -169 4343 -222 Education (Teachers) 0 0 155 -1 873 3 1028 2 Council Wide Total 49 -10 514 -44 4808 -166 5371 -220 During the reporting period 2025/26 Community Health and Care had the most significant reduction in headcount, this is influenced by Care at Home service re-design. Page 258
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Official Table 1.4 shows the casual variance headcount compared to last year and shows a decrease of 128 casual workers registered for work with the Council. Invigilators were previously reported in this category but have been separated as they are not covered by any bargaining group (Local Government or Teachers) and their pay is reclaimed from SQA. Table 1.4 Casual Variance Casual Invigilators Citizen Culture & Facilities 51 22 0 0 Education 45 4 81 2 Housing 2 0 0 0 People & Technology 0 0 0 0 Regulatory & Regeneration 5 0 0 0 Resources 0 0 0 0 Roads & Neighbourhood 3 -25 0 0 Chief Exec Office 106 1 81 2 Child Health Care & Criminal Justice 24 -2 0 0 Community Health & Care 85 29 0 0 Finance & Resources 0 0 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 0 Strategy, Planning & Health Improvement 0 0 0 0 Health & Social Care Partnership 109 27 0 0 Strategic Management 0 0 0 0 Local Government Employees Total 215 28 81 2 Education (Teachers) 310 -128 0 0 Council Wide Total 525 -100 81 2 Page 259
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Official 2. Full time Equivalent Table 2.1 Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 0.00 11.03 447.41 458.44 Education 4.00 84.91 724.55 813.46 Housing 34.00 24.98 454.52 513.50 People & Technology 1.00 13.69 167.64 182.32 Regulatory & Regeneration 0.00 2.60 100.60 103.20 Resources 0.00 4.00 149.72 153.72 Roads & Neighbourhood 10.00 49.49 328.56 388.05 Chief Exec Office 49.00 190.69 2373.00 2612.69 Child Health Care & Criminal Justice 0.00 22.70 202.43 225.13 Community Health & Care 0.00 57.32 587.97 645.30 Finance & Resources 0.00 1.00 4.80 5.80 Mental Health Addiction & Learning Disabilities 0.00 4.48 96.04 100.52 Strategy, Planning & Health Improvement 0.00 1.00 25.04 26.04 Health & Social Care Partnership 0.00 86.50 916.28 1002.79 Strategic Management 0.00 0.00 11.80 11.80 Local Government Employees Total 49.00 277.20 3301.08 3627.28 Education (Teachers) 0.00 144.60 786.20 930.80 Council Wide Total 49.00 421.80 4087.28 4558.08 Page 260
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Official Table 2.2 Overall FTE Variance Overall FTE Variance 31/03/2022 - 31/03/2026 Apprentices Fixed Term Permanent Total No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly Var No. Yrly Var 31/03/2022 54 1.09% -35.00% 439 8.88% -6.000% 4453 90.03% 0.00% 4947 -1.00% 31/03/2023 61 1.24% 12.96% 414 8.43% -5.69% 4433 90.33% -0.45% 4908 -0.79% 31/03/2024 68 1.00% 11.48% 423 8.80% 2.17% 4269 89.68% -3.70% 4760 -3.02% 31/03/2025 59 1.26% -13.24% 448 9.61% 5.91% 4153 89.14% -2.72% 4659 -2.12% 31/03/2026 49 1.08% -16.95% 421 9.24% -6.03% 4087 89.67% -1.59% 4558 -2.17% Trends indicate a reduction across apprentices, fixed term and permanent contracts in 2025/26. Page 261
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Official 3. Fixed Term Contracts There are 514 employees working on a fixed term basis and 121 of these hold fixed term contracts which have a duration exceeding 2 years (relevant for various employment rights). This is a decrease from the previous year. The table below illustrates the location of these employees and compares to last year. Table 3.1 2025 2026 Citizen Culture & Facilities 2 4 Education 31 22 Housing 24 11 People & Technology 4 6 Regulatory & Regeneration 4 1 Resources 2 1 Roads & Neighbourhood 39 41 Chief Exec Office 106 86 Child Health Care & Criminal Justice 7 11 Community Health & Care 4 14 Finance & Resources 0 0 Mental Health Addiction & Learning Disabilities 0 1 Strategy, Planning & Health Improvement 0 0 Health & Social Care Partnership 11 26 Strategic Management 0 0 Local Government Employees Total 117 112 Education (Teachers) 26 9 Council Wide Total 143 121 Page 262
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Official 4. Full time / Part time Split Table 4.1 Full-Time Part-Time Citizen Culture & Facilities 177 444 Education 367 658 Housing 459 80 People & Technology 156 41 Regulatory & Regeneration 87 23 Resources 117 51 Roads & Neighbourhood 356 48 Chief Exec Office 1719 1345 Child Health Care & Criminal Justice 189 62 Community Health & Care 159 707 Finance & Resources 5 1 Mental Health Addiction & Learning Disabilities 59 56 Strategy, Planning & Health Improvement 21 8 Health & Social Care Partnership 433 834 Strategic Management 11 1 Local Government Employees Total 2163 2180 Education (Teachers) 713 315 Council Wide Total 2876 2495 The number of full time contracts has reduced this year by 37 and the number of part time contracts has also decreased by 183, reflective of the drop in headcount. Page 263
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Official 5. Grade Profile Table 5.1 As shown above the most prominent grade amongst Local Government Employees remains Grade 4, followed by Grade 5. For teachers the most prominent grade remains a Main Grade Teacher. Page 264
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Official 6. Sex Profile Table 6.1 Female Male Headcount % Headcount % Citizen Culture & Facilities 508 81.8% 113 18.2% Education 959 93.6% 66 6.4% Housing 154 28.6% 385 71.4% People & Technology 131 66.5% 66 33.5% Regulatory & Regeneration 68 61.8% 42 38.2% Resources 106 63.1% 62 36.9% Roads & Neighbourhood 77 19.1% 327 80.9% Chief Exec Office 2003 65.4% 1061 34.6% Child Health Care & Criminal Justice 203 80.9% 48 19.1% Community Health & Care 786 90.8% 80 9.2% Finance & Resources 6 100.0% 0 0.0% Mental Health Addiction & Learning Disabilities 76 66.1% 39 33.9% Strategy, Planning & Health Improvement 24 82.8% 5 17.2% Health & Social Care Partnership 1095 86.4% 172 13.6% Strategic Management 8 66.7% 4 33.3% Local Government Employees Total 3106 71.5% 1237 28.5% Education (Teachers) 834 81.1% 194 18.9% Council Wide Total 3940 73.4% 1431 26.6% The sex profile remains consistent with 73.4% of the workforce female and 26.6% male. There are no significant changes across the workforce with female predominance in Education and HSCP and male predominance in Roads and Neighbourhood and Housing & Employability. Page 265
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Official 7. Age Profile Table 7.1 16-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+ Citizen Culture & Facilities 1.1% 2.7% 4.2% 8.2% 12.4% 13.4% 11.0% 9.0% 13.8% 17.1% 7.1% Education 0.5% 3.5% 5.7% 7.4% 5.7% 11.1% 13.6% 12.4% 19.6% 14.1% 6.4% Housing 0.9% 3.4% 5.5% 9.1% 10.5% 12.7% 12.5% 12.1% 15.4% 13.3% 4.6% People & Technology 0.9% 3.4% 5.5% 9.1% 10.5% 12.7% 12.5% 12.1% 15.4% 13.3% 4.6% Regulatory & Regeneration 0.0% 1.2% 8.0% 8.8% 12.7% 15.9% 11.2% 14.7% 13.9% 9.2% 4.4% Resources 0.1% 2.4% 3.7% 8.4% 11.4% 8.7% 9.4% 12.0% 19.2% 18.2% 6.5% Roads & Neighbourhood 0.0% 0.0% 0.0% 16.7% 0.0% 0.0% 16.7% 33.3% 16.7% 16.7% 0.0% Chief Exec Office 0.9% 3.4% 5.5% 9.1% 10.5% 12.7% 12.5% 12.1% 15.4% 13.3% 4.6% Child Health Care & Criminal Justice 0.0% 1.2% 8.0% 8.8% 12.7% 15.9% 11.2% 14.7% 13.9% 9.2% 4.4% Community Health & Care 0.1% 2.4% 3.7% 8.4% 11.4% 8.7% 9.4% 12.0% 19.2% 18.2% 6.5% Finance & Resources 0.0% 0.0% 0.0% 16.7% 0.0% 0.0% 16.7% 33.3% 16.7% 16.7% 0.0% Mental Health Addiction & Learning Disabilities 0.0% 0.9% 4.3% 9.6% 9.6% 13.9% 8.7% 21.7% 16.5% 12.2% 2.6% Strategy, Planning & Health Improvement 0.0% 0.0% 0.0% 3.4% 10.3% 13.8% 27.6% 13.8% 10.3% 13.8% 6.9% Health & Social Care Partnership 0.1% 2.0% 4.5% 8.5% 11.4% 10.7% 10.1% 13.6% 17.7% 15.8% 5.7% Strategic Management 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.3% 50.0% 16.7% 25.0% 0.0% Local Government Employees Total 0.7% 3.0% 5.2% 8.9% 10.7% 12.0% 11.8% 12.6% 16.1% 14.0% 4.9% Education (Teachers) 0.0% 2.4% 9.3% 16.5% 16.3% 16.1% 15.5% 9.9% 9.6% 2.5% 1.7% Council Wide Total 0.5% 2.9% 6.0% 10.4% 11.8% 12.8% 12.5% 12.1% 14.8% 11.8% 4.3% The distribution curve for the age demographic across the council remains consistent with previous years. The highest proportion of people are in the 55-59 age group, with age groups 60-64, 50-54 and then 40-44, being the next age groups with the highest proportion. This has changed slightly as there the number of 60-64 year old’s percentage has increased into the top 3 highest percentages although the percentage has remained the same other age groups have more lost headcount. The percentage of employees working past 65 across the council has remained consistent since the previous period at 4.3% compared to 4.6% last year. Page 266
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Official 8. Length of Service Table 8.1 Less than 1 year 1 to 9 years 10 or more years Headcount Percentage Headcount Percentage Headcount Percentage Citizen Culture & Facilities 61 9.8% 292 47.0% 268 43.2% Education 73 7.1% 522 50.9% 430 42.0% Housing 14 2.6% 222 41.2% 303 56.2% People & Technology 9 4.6% 94 47.7% 94 47.7% Regulatory & Regeneration 10 9.1% 44 40.0% 56 50.9% Resources 6 3.6% 41 24.4% 121 72.0% Roads & Neighbourhood 24 5.9% 176 43.6% 204 50.5% Chief Exec Office 197 6.4% 1391 45.4% 1476 48.2% Child Health Care & Criminal Justice 27 10.8% 99 39.4% 125 49.8% Community Health & Care 43 5.0% 457 52.8% 366 42.3% Finance & Resources 0 0.0% 1 16.7% 5 83.3% Mental Health Addiction & Learning Disabilities 7 6.1% 41 35.7% 67 58.3% Strategy, Planning & Health Improvement 0 0.0% 10 34.5% 19 65.5% Health & Social Care Partnership 77 6.1% 608 48.0% 582 45.9% Strategic Management 1 8.3% 6 50.0% 5 41.7% Local Government Employees Total 275 6.3% 2005 46.2% 2063 47.5% Education (Teachers) 66 6.4% 411 40.0% 551 53.6% Council Wide Total 341 6.3% 2416 45.0% 2614 48.7% The distribution of Length of service has remained consistent, with the highest percentage remaining within 10 years or more. *Above data pertains to West Dunbartonshire Council service only (excluding continuous service with any other public authority to which the redundancy Payments Modification Order (Local Government) 1983 (as amended applies). Page 267
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Official 9. New Starts Table 9.1 Apprentice Fixed-Term Permanent Total Citizen Culture & Facilities 0 5 56 61 Education 2 50 21 73 Housing 4 2 8 14 People & Technology 0 5 4 9 Regulatory & Regeneration 0 2 8 10 Resources 0 1 5 6 Roads & Neighbourhood 0 3 21 24 Chief Exec Office 6 68 123 197 Child Health Care & Criminal Justice 0 7 20 27 Community Health & Care 0 9 34 43 Finance & Resources 0 0 0 0 Mental Health Addiction & Learning Disabilities 0 3 4 7 Strategy, Planning & Health Improvement 0 0 0 0 Health & Social Care Partnership 0 19 58 77 Strategic Management 0 0 1 1 Local Government Employees Total 6.0 87.0 182.0 275 Education (Teachers) 0 51 15 66 Council Wide Total 6 138 197 341 341 new employees joined the council in 2025/26 which is a decrease of 58 from last year. The table above shows this information by service and contract type. Page 268
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Official 10. Turnover Table 10.1 Staff at 1 April 2025 Staff at 1 April 2026 Average Leavers in Last 12 Months Turnover % Citizen Culture & Facilities 638 621 630 217 34.5% Education 1049 1025 1037 178 17.2% Housing 567 539 553 46 8.3% People & Technology 211 197 204 18 8.8% Regulatory & Regeneration 109 110 110 11 10.0% Resources 170 168 169 15 8.9% Roads & Neighbourhood 431 404 418 56 13.4% Chief Exec Office 3175 3064 3120 541 17.3% Child Health Care & Criminal Justice 252 251 252 33 13.1% Community Health & Care 956 866 911 149 16.4% Finance & Resources 6 6 6 1 16.7% Mental Health Addiction & Learning Disabilities 130 115 123 17 13.9% Strategy, Planning & Health Improvement 34 29 32 5 15.9% Health & Social Care Partnership 1378 1267 1323 205 15.5% Strategic Management 12 12 12 1 8.3% Local Government Employees Total 4565 4343 4454 747 16.8% Education (Teachers) 1026 1028 1027 114 11.1% Council Wide Total 5591 5371 5481 861 15.7% The information above presents an increase in turnover of 3.5% since the previous period. The leaver’s information in section 11 outlines that the vast majority of leavers remain as resignations and age retirals. Page 269
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Official 11. Leavers The numbers of leavers has increased in 2026 by 233 in comparison to 2025’s 688 leavers. 2026 has seen an increase in comparison to other previous years of 855 employees leaving in 2023, 795 in 2022, 490 in 2021, and 457 in 2020. This section will also detail employees who have accepted Early Retirement – Efficiencies / Redundancy, Flexible Retirement and Retirement between 55 – 59 years of age during the reporting period. It also notes the employees who have been added to the SWITCH Register. Table 11.1 Leavers Death in Service Dismissal - End of Cont Dismissal - Ill Heath Dismissal - Summary Dismissal - W ith Notice Employee Not Started Incorrect Entry MPO to Main Redundancy Resignation Retiral - Age Retiral - Efficiency Retiral - Ill Health Retiral on Option (60+) Severance - Efficiency Teacher - End Fixed Term Teacher - Ill Health Teacher - Other Teacher - Retirement Age Teacher - Retirement Oth Teacher - Vol Resign Oth TUPE Transfer Unused Casual Total Citizen Culture & Facilities * * 6 0 * * 0 71 6 88 19 0 6 * 6 0 0 0 0 0 0 0 6 217 Education * 13 * 0 * * * 9 0 97 27 0 * * * * 0 0 * 0 0 0 9 178 Housing 0 * * * 0 0 0 0 * 22 10 0 * * 0 0 0 0 0 0 0 * * 46 People & Technology * * 0 0 0 0 0 * 0 7 * * 0 * 0 0 0 0 0 0 0 0 0 18 Regulatory & Regeneration 0 * 0 0 0 * 0 0 * 6 * * 0 0 0 0 0 0 0 0 0 0 0 11 Resources 0 0 0 0 0 0 0 0 * 7 * * 0 * * 0 0 0 0 0 0 0 0 15 Roads & Neighbourhood * 6 * 0 0 0 0 * 5 12 17 * 0 * 7 0 0 0 0 0 0 0 0 56 Chief Exec Office 5 26 11 * 5 * * 82 16 239 80 9 13 11 16 * 0 0 * 0 0 * 18 541 Child Health Care & Criminal Justice 0 0 * 0 0 * 0 0 0 22 6 0 * * 0 0 0 0 0 0 0 0 * 33 Community Health & Care 0 0 14 * * * 0 * 7 63 32 0 9 8 0 0 0 0 0 0 0 0 9 149 Finance & Resources 0 0 0 0 0 0 0 0 0 * 0 0 0 0 0 0 0 0 0 0 0 0 0 * Page 270
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Official Mental Health Addiction & Learning Disabilities 0 0 0 * * 0 0 0 * 6 * * 0 * * 0 0 0 0 0 0 0 * 17 Strategy, Planning & Health Improvement 0 0 0 0 0 0 0 0 0 * * 0 0 * 0 0 0 0 0 0 0 0 0 5 Health & Social Care Partnership 0 0 15 * * * 0 * 9 94 41 * 10 12 * 0 0 0 0 0 0 0 11 205 Strategic Management 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 * Local Government Employees Total 5 26 26 * 9 6 * 83 25 333 121 11 23 24 17 * 0 0 * 0 0 * 29 747 Education (Teachers) 0 0 0 0 0 0 0 0 0 * * 0 0 * * 53 0 * 22 7 25 0 0 114 Council Wide Total 5 26 26 * 9 6 * 83 25 334 123 11 23 26 18 55 0 * 23 7 25 * 29 861 * Figures of under 5 have been removed and replaced with a * due to the possible identification of individuals. Table 11.2 Retirements 55-59 55-59 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2022 0 5 5 31/03/2023 6 4 10 31/03/2024 10 3 13 31/03/2025 8 8 16 31/03/2026 3 6 9 The Local Government Pension Scheme allows scheme members to retire from age 55 without employer consent. The terms of this provision allow members to access their pension benefits with an actuarial reduction applied (to compensate the fund for the member taking their benefits early) with no consequential costs for the council. There has been a decrease in the number of employees retiring and accessing their pension benefits compared to the previous 3 years. Page 271
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Official Table 11.3 Flexible Retirement Flexible 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2022 10 28 38 31/03/2023 19 26 45 31/03/2024 23 39 62 31/03/2025 26 12 38 31/03/2026 26 5 31 Flexible retirement is available to members of the Local Government Pension Scheme, excluding teachers. The approval of those employees granted flexible retirement is monitored by the Chief Officer, People and Technology, and the Chief Officer, Resources. Every effort is being made to support flexible retirement requests where possible, and services regularly revisit applications with a view to release. Table 11.3 above shows the number of flexible retirements released in the period for this year and four previous reporting periods for comparison purposes. There has been a decrease this year for flexible retirement with this year’s figure showing the lowest figure since pre-2022. While flexible retirement requests that result in a strain on the fund will not normally be granted, consideration will be given to cases where these costs can be mitigated or where exceptional circumstances exist. It is anticipated that Flexible Retirement will continue to be a popular option for employees who wish to work in a reduced capacity and access their pension whilst enabling the Council to retain their skills and experience, however the trend of a reduction in those released may continue due to the costs associated. 12. SWITCH (Redeployment) Redeployment is monitored and delivered centrally by Strategic HR. Employees are added to the SWITCH register for a number of different reasons:- • Through organisational change employees may be displaced, at risk of redundancy or placed in lower graded posts; • Due to ill-health, they may become unable to continue in their substantive post; • Through Job Evaluation where a post is evaluated lower than the current grade; • Or where an employee is coming to the end of a fixed term contract and has more than 2 years’ service. To support employees to return to their previous rate of pay all employees who have been matched but remain on pay protection are also retained on the register. Page 272
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Official Table 12.1 below details the number of employees who were on the redeployment register at the start of the reporting period (01/04/2025), the number who joined the register in the 6 months up to 30/09/2025 and 31/03/2026 and the number who remain on the register at the end of the reporting period (31/03/2026). Table 12.1 SWITCH Reason Number of employees on the Register at the start of the period (01/04/2025) Number of employees added during the period Number of employees removed during the period Number of Employees on the register at the end of the period (30/09/2025) Number of employees added during the period Number of employees removed during the period Number of Employees on the register at the end of the period (31/03/2026) Ill Health (Capability) 3 2 1 4 3 2 5 Ill health (Disability) 0 1 0 1 0 1 0 Organisational Change 5 23 8 20 19 18 21 Other Process (FTA end, Job Evaluation, Performance) 2 0 1 1 0 0 1 TOTALS 10 26 10 26 22 21 27 Pay Protection 2 1 1 2 0 1 1 There has been a significant increase in the number of employees being added to the Redeployment (SWITCH) Register between 1st April 2025 and 31st March 2026 and from 2024/5. Discussions continues to be held in relation to the benefits of SWITCH and within consultations for service re-designs. The Council holds a duty of care towards individuals and they will be automatically listed on SWITCH going forward where their roles are at risk. Page 273
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Official 13. Apprentices Table 13.1 Level 2 Level 3 Total Citizen Culture & Facilities 0 0 0 Education 0 4 4 Housing 0 34 34 People & Technology 0 1 1 Regulatory & Regeneration 0 0 0 Resources 0 0 0 Roads & Neighbourhood 0 10 10 Chief Exec Office 0 49 49 Child Health Care & Criminal Justice 0 0 0 Community Health & Care 0 0 0 Finance & Resources 0 0 0 Mental Health Addiction & Learning Disabilities 0 0 0 Strategy, Planning & Health Improvement 0 0 0 Health & Social Care Partnership 0 0 0 Strategic Management 0 0 0 Local Government Employees Total 0 49 49 Education (Teachers) 0 0 0 Council Wide Total 0 49 49 The number of apprenticeships supported by the council in Level 2 and Level 3 has decreased by 10. A reduction has been seen across Education, Housing and Roads & Neighbourhood. There are currently no level 2 apprentices across any service areas. Page 274
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Official 14. Sickness Absence From 1st April 2025 to 31st March 2026, there was a decrease in Council wide sickness absence to 65224.13 FTE days lost compared to 66814.70 in 2024/25 with 14.53 FTE workdays lost per employee being reported, an increase from 14.3 in 2024/25. The highest absence still remains in the front-line employee service areas. Implementation of employee engagement and wellbeing practices continue and hope to bring improvements for future periods. Table 14.1 Annual Absence for Council The table above illustrates the reasons for absence distribution across the year and Minor Illness is the highest category of absence followed by personal stress and acute medical conditions which were the same 3 highest categories in 2024/25. Full details and analysis of sickness absence is covered in the wellbeing report submitted to committee. Page 275
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Official Table 14.2 Reasons for Absence Absence Reason Working Days Lost Percentage of Lost Days Minor Illness 23,334.4 21% Back Pain 4,840.7 4% Musculo-skeletal Injuries 13,180.3 12% Stress Personal 20,295.8 19% Recur Medical Condition 4,930.7 5% Injury/Accident (Non Work) 2,639.1 2% Injury/Accident (Work) 2,366.6 2% Mental Health 9,508.3 9% Acute Medical Conditions 17,628.0 16% Pregnancy Related 2,106.4 2% Drink/Drug Related 229.6 0% Stress - Work Related 6,816.9 6% Long Covid 790.0 1% TOTAL 108,666.8 100% The table above illustrates the reasons for absence and the number and percentage of the total days lost during 2025/26. Minor Illness continues to be the reason for absence with the highest number of days followed Acute Medical Conditions and Personal Stress. This reflects the same pattern as 2024/25. Page 276
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Official Voluntary Severance/Voluntary Early Retirement VS/VER was one offering available to employees to reduce the workforce as agreed in the budget setting process for 2025/26. Table 15.1 - Notes of Interest Service No of Note of Interest Received Citizen Culture Facilities 39 Education Learning & Attain 6 Housing 5 HSCP 8 People & Technology 2 Regulatory & Regeneration 1 Resources 3 Roads & Neighbourhood 5 TOTAL 69 In total, there were 69 notes of interest submitted during the period 2025/26. This is a significant decrease from the previous year where 452 notes of interest were submitted. Table 15.1 provides a breakdown by Service. Not all notes of interest progressed to offer stage for several reasons, including eligibility criteria not met, interest withdrawn, or an oversubscription in a particular area. Table 15.2 Voluntary Early Retirement and Voluntary Severance (VS/VER - Efficiency/Redundancy) by Year VS/VER 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total 31/03/2022 0 0 0 31/03/2023 0 9 9 31/03/2024 46 2 48 31/03/2025 13 16 29 31/03/2026 16 18 34 There had been a slight increase in employees being released through VER/VS since March 2025 in line with budget savings required for 2025/26. Page 277
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Official Table 15.3 - Released via VS/VER: 1 April 2025 – 31 March 2026 by Service Service No of Employees No of FTE Citizen Culture Facilities 11 7.4 Education Learning & Attainment 2 1.9 Housing 1 1 HSCP 10 5.2 People & Technology 2 2 Regulatory & Regeneration 1 1 Resources 0 0 Roads & Neighbourhood 7 3.7 Total 34 22.2 During the period, a total of 34 employees were granted early retirement on grounds of efficiency of the service, redundancy or released on voluntary severance as shown in table 15.3 above and 15.4 below. Table 15. 4 – Voluntary Early Retirement/Severance (1st April 2025 – 31st March 2026) In line with data protection requirements, the table above shows the data consolidated as a council wide figure which includes employees in the Health & Social Care Partnership. * Net savings take account of annual costs. * One-off costs include provisional capitalisation (strain on the fund) costs. Council wide No. of EE’s *One-Off Costs Annual Costs (Recurring) Net Annual Savings (Recurring) TOTALS* 34 £811,316.61 £6,558.26 £705,466.78 Page 278
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Official In respect of the 35 employees released, 18 were granted early retirement on efficiency or redundancy grounds and 17 were granted voluntary severance. The number of employees being released through voluntary early retirement/severance has increased from the previous year as detailed in table 15.4 above. The reductions achieved have contributed approximately £705,000 towards on-going savings with initial one-off costs of approximately £811,000. Applications are still in the process of being considered in-line with service re-designs where appropriate. Page 279
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 27 May 2026 Subject: Provision of a Cash Receipting System 1. Purpose 1.1 The purpose of this report is to seek approval of Committee to commence the tendering process for the Provision of a Cash Receipting System for the period 1 April 2027 to 31 March 2029, with an option to extend for a further two additional 12 month periods to 31 March 2031 for West Dunbartonshire Council (“the Council”). 2. Recommendations 2.1 It is recommended that the Committee approves the process to begin invitations to tender for the Provision of a Cash Receipting System for a two year period from 1 April 2027 until 31 March 2029, with an option to extend for a further two additional 12 months until 31 March 2031 2.2 To delegate authority to the Chief Officer: Regulatory and Regeneration to conclude, on behalf of the Council, the award of the contract for the Provision of a Cash Receipting System subject to the Chief Officer Resources being satisfied as to the terms offered. 3. Background 3.1 The cash receipting system provides citizens of West Dunbartonshire Council with the facility to make payments either face to face, online or by telephone. In addition to this the service provides the facility to manage all of the Council’s income and to accurately record payments received to the Council’s back office systems e.g. Council Tax, Rents, etc. This system is a key control system for The Council. 3.2 Following a tendering exercise in 2023 Capita Business Services Ltd continued to be the Council Provider of a Cash Receipting System for a period of 2 years from 1 September 2023 to 31 August 2025 with an option to extend for a further two 12 months until 31 August 2027. 3.3 The current contract was varied after a review of the terms offered by the Council’s current provider for the extension period and it was agreed that an extension to 31 March 2027 be accepted by the Chief Officer-Resources under delegated authority. ITEM 14 Page 281
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Official 4. Main Issues 4.1 The Provision of a Cash Receipting System is critical to the continued financial stability of the Council and is required to collect income from and make payments to various stakeholders. 4.2 It is essential that the procurement process is carried out well in advance of the expiry date of the current contract to ensure a seamless process of continuation of the service in the event that a new contractor is identified. 4.3 A tender exercise ensures that we secure the best price for the Council. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 The Council currently incurs costs of around £55,000 per year in respect of the Provision of a Cash Receipting System for services provided by our existing provider. 6.2 The selection of the most suitable provider of the Provision of a Cash receipting System may result in increased efficiencies in relation to day-to-day activities. 6.3 All procurement activity carried out by the Council in excess of £50K is subject to a contract strategy. The contract strategy for the provision of a Cash Receipting System services will be produced by the Corporate Procurement Unit in close consultation with Finance Officers. The contract strategy shall include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 7. Risk Analysis 7.1 If the contract is not tendered the existing providers will be able to provide the service. However, the prices may be subject to fluctuation and may no longer be competitive. Having a contract in place enables the prices to be set for a fixed period and a formal terms and conditions to be put in place, to ensure that the Council receives best value. 7.2 There is the risk that if the Provision of a Cash Receipting System Contract is not awarded the Council will be unable to fulfil its financial obligations to various stakeholders. Page 282
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Official 8. Equalities Impact Assessment (EIA) 8.1 No issues were identified in a screening for potential equality impact of this report. 9. Consultation 9.1 The report has been subject to consultation with appropriate Strategic Leads. 10. Strategic Assessment 10.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities. The General Services revenue budget contributes to all categories by providing funding in specific areas to help the Council achieve and develop these priorities. 10.2 The provision of a Cash Receipting System will contribute to delivery of the Council strategic priorities through efficient and effective frontline services that improve the everyday lives of residents. Further opportunities to maximise the positive social, economical and environmental impact for West Dunbartonshire through the contract will also be explored, e.g. through the use of Community Benefit Clauses Laurence Slavin Chief Officer-Resources Date: 22 April 2026 Person to Contact: Karen Shannon, Section Head (Financial, Administration & Control) Church Street, Dumbarton Telephone 07584 475469 Email: Karen.Shannon@west-dunbarton.gov.uk Appendices: Equality Impact Assessment Background Papers: None Wards Affected: All Council Wards Page 283
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Assessment No 1494 Strategic Team RES Lead Officer Karen Shannon Who else has been involved in developing this EIA Karen Shannon-Section Head/Business Partner Carol Alderson-Finance Manager Ric Rea-Performance & Strategy officer Title Provision of a Cash Receipting System Description: (Provide a brief overview of the aims and objectives of this policy) The cash receipting system provides citizens of West Dunbartonshire Council with the facility to make payments either face to face, online or by telephone. In addition to this the service provides the facility to manage all the Council’s income and to accurately record payments received to the Council’s back-office systems e.g. Council Tax, Rents, etc. This system is a key control system for The Council. Who have you engaged and consulted with as part of your Finance, Procurement, Legal Who will be affected by this proposal? All individuals, organisations that make payments to the Council or receive payments from the Council. All internal users of the system. This is a continuation of an existing service, but the provider is unknown at this time. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements and viewed the guidance Yes Relevance screening: If the proposal/policy is relevant to any of the six areas then an Equality Impact Assessment must be carried out. You must indicate if there is any relevance to the six areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Human Rights Act/European Convention on Human Rights No Relevance to Health Impacts (H) No Relevance to United Nations Convention on the Rights of the Child (UNCRC) No Relevance to Social Economic Impacts (SE) or Fairer Scotland Duty (FSD) Yes Relevance to Scottish Consumer Duty (SCD) No ITEM 14 - APPENDIX 1 Page 284
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Consider any needs and policy drivers e.g. Council or national strategies and plans /and any barriers which equality groups may have in relation to this policy. List evidence you are using to support this assessment. Consider the impact of your policy on people and how they will be able to access goods, services and information with no barriers and state the potential impact. Specific group to consider What Key Drivers and Evidence has been used to inform this assessment. (i.e. national statistics - Scot Govt; or local statistics - workforce data, Citizens Panel) For each group, state the potential Impact – Positive/Negative/Neutral Age No evidence of any differential impact Neutral Disability Systems used by the public need to be accessible to disabled people, this will remain at the same level Neutral Gender Reassign No evidence of any differential impact Neutral Marriage & Civil Partnership No evidence of any differential impact Neutral Pregnancy & Maternity No evidence of any differential impact Neutral Race No evidence of any differential impact Neutral Religion and Belief No evidence of any differential impact Neutral Sex No evidence of any differential impact Neutral Sexual Orientation No evidence of any differential impact Neutral This section must be completed if there are potential Human Rights impacts, this includes but is not limited to Human Rights Act 1998 considerations Human Rights No evidence of any differential impact Neutral Page 285
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This section must be completed if any there are any potential socio-economic impacts including but not limited to those covered by the Fairer Scotland Duty Social & Economic Impact Need to have due regard to the Fairer Scotland Duty. Possibilities for communities benefits are examined during procurement processes, these will be required of the successful contractor based on the value of the contract works but are determined later in the process based on the capabilities of the individual contractor. Likely to be neutral in terms of significant impacts. This section must be completed if any potential impact on children and young people up to the age of 18 United Nations Convention on the Rights of the Child No evidence of any differential impact Neutral This section must be completed in reference to the Scottish Consumer Duty Scottish Consumer Duty We have examined the proposals for any possible harm to consumers. Re-provisioning will ensure continuation of services to people and businesses. Neutral Consider cumulative impact of the proposal Cumulative and intersectional impacts No evidence of any cumulative differential impact Neutral Page 286
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State how the impact of the proposal/policy be monitored and reported on an ongoing basis including how actions will be delivered to mitigate any negative impacts or secure positive impacts. Summary of overall impact(s) of the proposal. EIA 1494: Possibilities for communities benefits are examined during procurement processes, these will be required of the successful contractor. Given the size and type of contract, it is likely to be neutral in terms of socio-economic significant impacts. Name of the senior manager who has approved this assessment Laurence Slavin Page 287
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Corporate Services Committee: 27 May 2026 Subject: Corporate Services Revenue – Budgetary Control Report to 31st January 2026 (Period 10) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 January 2026 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 £0.607m (1.51% of the total budget) at the year-end. 3. Background 3.1 The revised 2025/26 revenue budget presented to Committee in January was £40.229m. Since then, changes worth £0.002m have been agreed to the budget which revises the 2025/26 budget as follows: £m Revised budget as at Period 7 40.229 Minor budget movements between committees. 0.002 Revised budget as at Period 10 40.231 4. Main Issues Service Delivery Position (£0.607m Favourable) 4.1 The summary report at Appendix 1 highlights a projected favourable variance (underspend) against Corporate Services of £0.607m (1.51% 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 7 is detailed in the table below with explanations for the underspend 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. ITEM 15 Page 289
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£m £m Variance at Period 7 (0.138) Movement in Variance Resources: • Audit- favourable variance due to vacancies • Finance- favourable movement in employee costs due to vacancies and a reduction in computer software charges • Cost of Collection Rate & Council Tax – increase income from Statutory Additions • Office Accommodation- increase in income from charges to users (0.073) (0.062) (0.189) (0.056) (0.380) Regulatory and Regeneration: • Planning – reduction in employee costs due to vacancies and an increase in income received • Other service movement less than £50k (0.065) (0.005) (0.070) People & Technology: • Other service movements less than £50k (0.050) (0.050) Citizens, Culture and Facilities: • Other service movements less than £50k 0.031 0.031 Period 10 underlying favourable variance (0.607) Earmarked Reserve Position 4.3 Services are anticipating the use of £0.737m (Period 7: £0.891m) of earmarked reserves. This is a reduction in planned spend of £0.154m in 2025/26, resulting in an increased carry forward to be used mainly to support local foodbanks as approved at Council 5 March 2026. 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. 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. Page 290
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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: 27 May 2026 __________________________________________________________________ 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 Page 291
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Background Papers: • Ledger output – Period 10 • General Services Revenue Estimates 2025/26 Wards Affected All Wards Page 292
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REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES SUMMARY PERIOD END DATE 31 January 2026 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 291 174 219 (72) -25% 0 (72) Finance 1,538 1,278 1,540 3 0% 32 (29) Rent Rebates & Allowances 2,201 2,672 2,201 0 0% 0 0 Revenues & Benefits 2,424 2,399 2,899 475 20% 427 48 Finance Service Centre 437 345 450 13 3% 0 13 Cost of Collection of Rates (29) 0 (64) (36) 124% 0 (36) Cost of Collection of Council Tax (1,072) (239) (1,228) (156) -15% 0 (156) Central Admin Support 2,602 2,115 2,510 (91) -4% 0 (91) Procurement 605 588 612 7 1% 0 7 Democratic and Registration Service 1,609 1,309 1,577 (32) -2% 0 (32) Environmental Health 575 385 507 (67) -12% 0 (67) Licensing (221) (214) (231) (10) -4% 0 (10) Legal Services/Trading Standards 885 705 862 (23) -3% 0 (23) Planning 557 439 504 (53) -10% 52 (105) Transactional Services 902 780 926 25 3% 0 25 Strategic People and Change 1,863 1,536 1,878 15 1% 6 9 Information Services 5,093 5,115 5,055 (38) -1% 0 (38) Legal Fees & Settlement 0 9 9 9 0% 9 (0) Communications & Marketing 277 253 299 21 8% 16 5 Citizen Services 1,386 1,082 1,349 (37) -3% 0 (37) Performance & Strategy 241 191 229 (12) -5% 0 (12) Clydebank Town Hall 339 246 292 (46) -14% 0 (46) Office Accomodation 1,195 1,630 1,244 49 4% 0 49 Libraries 1,833 1,489 1,794 (39) -2% 0 (39) Arts and Heritage 306 158 212 (94) -31% 0 (94) Catering Services 5,095 4,906 5,469 374 7% 0 374 Building Cleaning 2,128 1,798 2,105 (23) -1% 0 (23) Building Cleaning PPP (95) (299) (120) (25) 27% 0 (25) Facilities Assistants 2,739 2,086 2,545 (194) -7% 0 (194) Facilities Management 305 473 417 112 37% 150 (38) Leisure Management 4,094 4,055 4,170 76 2% 45 31 Events 28 25 25 (3) -9% 0 (3) School Crossing Patrollers 99 87 103 3 3% 0 3 40,231 37,574 40,361 130 0.32% 737 (607) Total Net Expenditure Service / Subjective Summary Variance 2025/26 ITEM 15 - APPENDIX 1 Page 293
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 26,092 31,284 (915) (3%) 6 (921) Property 2,280 1,914 2,349 69 3% 0 69 Transport and Plant 3,514 3,548 3,480 (34) (1%) 0 (34) Supplies, Services and Admin 3,428 3,316 4,329 903 26% 520 382 Payments to Other Bodies 37,762 25,791 37,827 64 0% 45 19 Other 0 0 0 0 0% 150 (150) Gross Expenditure 79,181 60,662 79,269 87 0% 721 (633) Income (38,950) (23,088) (38,908) 42 0% 16 26 Net Expenditure 40,231 37,574 40,361 130 0% 737 (607) £000 £000 £000 £000 % £000 £000 Employee 341 213 268 (73) (21%) 0 (73) 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 344 216 271 (73) (21%) 0 (73) Income (53) (42) (52) 1 2% 0 1 Net Expenditure 291 174 219 (72) (25%) 0 (72) £000 £000 £000 £000 % £000 £000 Employee 1,589 1,332 1,597 9 1% 0 9 Property 0 0 0 0 0% 0 0 Transport and Plant 50 (0) 11 (39) (78%) 0 (39) Supplies, Services and Admin 2 34 34 32 1476% 32 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,641 1,367 1,643 2 0% 32 (30) Income (103) (89) (103) 1 1% 0 1 Net Expenditure 1,538 1,278 1,540 3 0% 32 (29) £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 20,635 32,426 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 32,426 20,635 32,426 0 0% 0 0 Income (30,225) (17,962) (30,225) 0 0% 0 0 Net Expenditure 2,201 2,672 2,201 0 0% 0 0 £000 £000 £000 £000 % £000 £000 Employee 1,981 1,703 2,038 57 3% 0 57 Property 2 1 2 0 0% 0 0 Transport and Plant 30 13 41 11 36% 0 11 Supplies, Services and Admin 855 1,112 1,326 472 55% 427 44 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,867 2,830 3,407 539 19% 427 112 Income (443) (430) (508) (64) (15%) 0 (64) Net Expenditure 2,424 2,399 2,899 475 20% 427 48 Service Summary Variance 2025/26 All Services Audit Finance Rent Rebates & Allowances Revenues & Benefits ITEM 15 - APPENDIX 2 Page 294
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 407 336 404 (3) (1%) 0 (3) Property 0 0 0 0 0% 0 0 Transport and Plant 49 32 65 16 33% 0 16 Supplies, Services and Admin 42 42 45 3 7% 0 3 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 498 410 514 16 3% 0 16 Income (61) (64) (64) (3) (5%) 0 (3) Net Expenditure 437 345 450 13 3% 0 13 £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 0 113 24 27% 0 24 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 91 0 116 24 26% 0 24 Income (120) 0 (180) (60) (50%) 0 (60) Net Expenditure (29) 0 (64) (36) 124% 0 (36) £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 73 81 37 84% 0 37 Supplies, Services and Admin 30 22 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 95 111 37 50% 0 37 Income (1,146) (334) (1,339) (193) (17%) 0 (193) Net Expenditure (1,072) (239) (1,228) (156) 15% 0 (156) £000 £000 £000 £000 % £000 £000 Employee 607 514 614 7 1% 0 7 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 (0) (50%) 0 (0) Supplies, Services and Admin 2 2 2 (0) (4%) 0 (0) Payments to Other Bodies 76 76 76 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 685 592 692 7 1% 0 7 Income (80) (4) (80) 0 0% 0 0 Net Expenditure 605 588 612 7 1% 0 7 £000 £000 £000 £000 % £000 £000 Employee 1,693 1,384 1,653 (39) (2%) 0 (39) Property 0 0 0 0 0% 0 0 Transport and Plant 7 2 3 (4) (16%) 0 (4) Supplies, Services and Admin 25 25 36 11 0% 0 11 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,724 1,411 1,692 (32) (2%) 0 (32) Income (115) (102) (115) (0) (0%) 0 (0) Net Expenditure 1,609 1,309 1,577 (32) (2%) 0 (32) Cost of Collection of Rates Finance Service Centre Democratic and Registration Service Cost of Collection of Council Tax Procurement Page 295
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 2,612 2,146 2,554 (59) (2%) 0 (59) Property 0 0 0 0 0% 0 0 Transport and Plant 11 5 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 2,152 2,565 (59) (2%) 0 (59) Income (22) (37) (54) (33) (151%) 0 (33) Net Expenditure 2,602 2,115 2,510 (91) (4%) 0 (91) £000 £000 £000 £000 % £000 £000 Employee 833 628 766 (67) (8%) 0 (67) Property 6 3 6 0 0% 0 0 Transport and Plant 10 5 10 (1) (6%) 0 (1) Supplies, Services and Admin 22 25 30 8 37% 0 8 Payments to Other Bodies 77 58 77 (0) (0%) 0 (0) Other 0 0 0 0 0% 0 0 Gross Expenditure 949 718 889 (59) (6%) 0 (59) Income (374) (334) (382) (8) (2%) 0 (8) Net Expenditure 575 385 507 (67) (12%) 0 (67) £000 £000 £000 £000 % £000 £000 Employee 236 195 235 (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 9 10 2 25% 0 2 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 244 204 245 1 1% 0 1 Income (465) (418) (477) (11) (2%) 0 (11) Net Expenditure (221) (214) (231) (10) 4% 0 (10) £000 £000 £000 £000 % £000 £000 Employee 950 705 856 (94) (10%) 0 (94) Property 0 0 0 0 0% 0 0 Transport and Plant 3 2 3 (0) (9%) 0 (0) Supplies, Services and Admin 18 41 54 35 192% 0 35 Payments to Other Bodies 1 0 1 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 973 748 914 (59) (6%) 0 (59) Income (88) (43) (52) 37 41% 0 37 Net Expenditure 885 705 862 (23) (3%) 0 (23) £000 £000 £000 £000 % £000 £000 Employee 1,102 878 1,054 (48) (4%) 0 (48) Property 0 0 0 0 0% 0 0 Transport and Plant 2 0 1 (1) (60%) 0 (1) Supplies, Services and Admin 24 81 86 62 257% 52 10 Payments to Other Bodies 173 91 149 (23) (13%) 0 (23) Other 0 0 0 0 0% 0 0 Gross Expenditure 1,300 1,051 1,290 (10) (1%) 52 (62) Income (743) (612) (786) (43) (6%) 0 (43) Net Expenditure 557 439 504 (53) (10%) 52 (105) Legal Services/Trading Standards Licensing Planning Central Admin Support Environmental Health Page 296
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 915 792 971 56 6% 0 56 Property 0 0 0 0 0% 0 0 Transport and Plant 4 2 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 919 793 975 56 6% 0 56 Income (17) (13) (49) (32) (184%) 0 (32) Net Expenditure 902 780 926 25 3% 0 25 £000 £000 £000 £000 % £000 £000 Employee 1,628 1,366 1,618 (10) (1%) 6 (17) Property 1 1 1 0 0% 0 0 Transport and Plant 8 32 20 12 156% 0 12 Supplies, Services and Admin 280 169 270 (10) (4%) 0 (10) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,918 1,567 1,910 (8) (0%) 6 (14) Income (55) (31) (32) 24 43% 0 24 Net Expenditure 1,863 1,536 1,878 15 1% 6 9 £000 £000 £000 £000 % £000 £000 Employee 2,459 2,017 2,411 (49) (2%) 0 (49) Property 2 2 2 0 4% 0 0 Transport and Plant 3,160 3,294 3,110 (50) (2%) 0 (50) 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 5,624 5,313 5,522 (101) (2%) 0 (101) Income (530) (198) (467) 63 12% 0 63 Net Expenditure 5,093 5,115 5,055 (38) (1%) 0 (38) £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 9 9 9 0% 9 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 0 9 9 9 0% 9 0 Income 0 0 0 0 0% 0 0 Net Expenditure 0 9 9 9 0% 9 0 £000 £000 £000 £000 % £000 £000 Employee 290 243 289 (1) (1%) 0 (1) Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 (0) (100%) 0 (0) Supplies, Services and Admin 9 10 10 2 18% 0 2 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 299 253 299 (0) (0%) 0 (0) Income (22) 0 0 22 100% 16 6 Net Expenditure 277 253 299 21 8% 16 5 Transactional Services Strategic People and Change Information Services Legal Fees & Settlement Communications & Marketing Page 297
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 1,532 1,244 1,479 (53) (3%) 0 (53) Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 (0) (100%) 0 (0) Supplies, Services and Admin 63 51 84 21 33% 0 21 Payments to Other Bodies 0 0 0 0 71% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,595 1,296 1,563 (32) (2%) 0 (32) Income (209) (214) (214) (5) (2%) 0 (5) Net Expenditure 1,386 1,082 1,349 (37) (3%) 0 (37) £000 £000 £000 £000 % £000 £000 Employee 227 189 225 (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 4 7 (8) (54%) 0 (8) Other 0 0 0 0 0% 0 0 Gross Expenditure 241 194 232 (9) (4%) 0 (9) Income 0 (3) (3) (3) 0% 0 (3) Net Expenditure 241 191 229 (12) (5%) 0 (12) £000 £000 £000 £000 % £000 £000 Employee 158 138 160 2 1% 0 2 Property 293 223 245 (48) (17%) 0 (48) Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 40 20 27 (13) (33%) 0 (13) Payments to Other Bodies 0 1 1 1 0% 0 1 Other 0 0 0 0 0% 0 0 Gross Expenditure 492 382 432 (59) (12%) 0 (59) Income (153) (135) (140) 13 8% 0 13 Net Expenditure 339 246 292 (46) (14%) 0 (46) £000 £000 £000 £000 % £000 £000 Employee 127 101 128 1 1% 0 1 Property 1,239 1,136 1,344 105 8% 0 105 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 42 45 41 (1) (4%) 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 1,282 1,532 104 7% 0 104 Income (233) 348 (288) (55) (24%) 0 (55) Net Expenditure 1,195 1,630 1,244 49 4% 0 49 £000 £000 £000 £000 % £000 £000 Employee 1,391 1,136 1,344 (47) (3%) 0 (47) Property 276 210 262 (15) (5%) 0 (15) Transport and Plant 15 12 16 1 4% 0 1 Supplies, Services and Admin 161 147 188 27 17% 0 27 Payments to Other Bodies 0 6 6 6 0% 0 6 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,844 1,510 1,815 (29) (2%) 0 (29) Income (11) (21) (21) (10) (91%) 0 (10) Net Expenditure 1,833 1,489 1,794 (39) (2%) 0 (39) Office Accomodation Libraries Clydebank Town Hall Citizen Services Performance & Strategy Page 298
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 327 202 232 (95) (29%) 0 (95) Property 3 6 10 7 261% 0 7 Transport and Plant 0 0 0 (0) (94%) 0 (0) Supplies, Services and Admin 23 7 23 0 1% 0 0 Payments to Other Bodies 13 4 10 (4) (28%) 0 (4) Other 0 0 0 0 0% 0 0 Gross Expenditure 366 220 274 (92) (25%) 0 (92) Income (60) (62) (62) (2) (3%) 0 (2) Net Expenditure 306 158 212 (94) (31%) 0 (94) £000 £000 £000 £000 % £000 £000 Employee 4,280 3,561 4,255 (25) (1%) 0 (25) Property 113 89 115 3 2% 0 3 Transport and Plant 110 68 92 (18) (17%) 0 (18) Supplies, Services and Admin 1,873 1,347 1,919 46 2% 0 46 Payments to Other Bodies 29 52 52 24 84% 0 24 Other 0 0 0 0 0% 0 0 Gross Expenditure 6,404 5,117 6,433 29 0% 0 29 Income (1,309) (211) (964) 345 26% 0 345 Net Expenditure 5,095 4,906 5,469 374 7% 0 374 £000 £000 £000 £000 % £000 £000 Employee 2,193 1,708 2,085 (108) (5%) 0 (108) Property 239 153 234 (5) (2%) 0 (5) Transport and Plant 2 0 1 (1) (45%) 0 (1) Supplies, Services and Admin 17 34 36 20 119% 0 20 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 2,450 1,895 2,356 (94) (4%) 0 (94) Income (322) (97) (251) 71 22% 0 71 Net Expenditure 2,128 1,798 2,105 (23) (1%) 0 (23) £000 £000 £000 £000 % £000 £000 Employee 941 766 916 (25) (3%) 0 (25) Property 60 39 60 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 9 1 9 0 1% 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 1,010 806 985 (25) (2%) 0 (25) Income (1,105) (1,105) (1,105) 0 0% 0 0 Net Expenditure (95) (299) (120) (25) 27% 0 (25) Arts and Heritage Catering Services Building Cleaning PPP Building Cleaning Page 299
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 January 2026 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 £000 £000 £000 £000 % £000 £000 Employee 2,743 2,076 2,517 (226) (8%) 0 (226) Property 44 52 67 23 52% 0 23 Transport and Plant 0 0 0 (0) (79%) 0 (0) Supplies, Services and Admin 12 2 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 2,130 2,591 (208) (7%) 0 (208) Income (60) (44) (46) 15 24% 0 15 Net Expenditure 2,739 2,086 2,545 (194) (7%) 0 (194) £000 £000 £000 £000 % £000 £000 Employee 541 430 516 (25) (5%) 0 (25) Property 0 0 0 0 0% 0 0 Transport and Plant 2 3 3 1 73% 0 1 Supplies, Services and Admin (259) 33 (109) 150 (58%) 0 150 Payments to Other Bodies 22 22 22 0 1% 0 0 Other 0 0 0 0 0% 150 (150) Gross Expenditure 305 488 432 127 42% 150 (23) Income 0 (15) (15) (15) 0% 0 (15) Net Expenditure 305 473 417 112 37% 150 (38) £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 4,772 4,909 76 2% 45 31 Other 0 0 0 0 0% 0 0 Gross Expenditure 4,833 4,772 4,909 76 2% 45 31 Income (739) (717) (739) (0) (0%) 0 (0) Net Expenditure 4,094 4,055 4,170 76 2% 45 31 £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 3 3 3 0% 0 3 Supplies, Services and Admin 35 49 49 13 38% 0 13 Payments to Other Bodies 78 70 70 (8) (11%) 0 (8) Other 0 0 0 0 0% 0 0 Gross Expenditure 114 121 121 8 7% 0 8 Income (86) (96) (96) (10) (12%) 0 (10) Net Expenditure 28 25 25 (3) (9%) 0 (3) £000 £000 £000 £000 % £000 £000 Employee 95 87 101 6 6% 0 6 Property 0 0 0 0 0% 0 0 Transport and Plant 0 0 0 0 0% 0 0 Supplies, Services and Admin 4 0 2 (3) (63%) 0 (3) Payments to Other Bodies 0 0 0 0 0% 0 0 Other 0 0 0 0 0% 0 0 Gross Expenditure 99 87 103 3 3% 0 3 Income 0 0 0 0 0% 0 0 Net Expenditure 99 87 103 3 3% 0 3 School Crossing Patrollers Facilities Assistants Facilities Management Leisure Management Events Page 300
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WEST DUNBARTONSHIRE COUNCIL 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 % Audit 291 219 0 (72) -25% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Cost of Collection of Council Tax (1,072) (1,228) 0 (156) 15% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Central Admin Support 2,602 2,510 0 (91) -4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Environmental Health 575 507 0 (67) -12% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 31 January 2026 Budget Details Variance Analysis Variance after the use of EMR Internal audit of council services. Favourable variance arising from underspend in staffing costs due to vacant posts. No action required. A favourable variance is anticipated. This service collects Council tax from local residents. The services also provides support and advice to those residents regarding council tax. A higher than anticipated favourable income outturn is anticipated from Statutory Additions. None required. Favourable variance is anticipated. The 3 Groups within this service (Food and Business Group, Environmental Pollution Group and Community Health Protection Group) are responsible for all aspects of Environmental Health work. The reason for the favourable variance is the number of ongoing vacancies. None Required Favourable variance is anticipated. 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. ITEM 15 - APPENDIX 3 Page 301
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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 % 31 January 2026 Budget Details Variance Analysis Variance after the use of EMR Planning 557 504 52 (105) -19% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Arts and Heritage 306 212 0 (94) -31% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,095 5,469 0 374 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,545 0 (194) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The favourable variance is attributable to employee vacancies and income from planning pre-applications. None required. Favourable variance is anticipated. There is a favourable variance against employee costs as a result of vacancies. none necessary Favourable variance None. None. Although there is a small favourable variance against employee costs as a result of vacancies this has been offset by adverse variances against food purchases and kitchen equipment repairs and, particularly, 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 Building & Planning services. Favourable variance This service provides Facility Assistants throughout WDC buildings. There is a favourable variance against employee costs as a result of vacancies. Catering Services across WDC Adverse variance This service provides the provision & protection of Arts & Heritage Page 302
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 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 Intromissions 200,000 - 200,000 Build up of reserve to pay for future liability for historic child abuse cases (as agreed at Council October 2024) 5 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. 6 Regulatory - Underspend in 'design panel' budget for IDOX upgrade 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. 7 Developer Contributions 379,000 - 379,000 These are financial or in-kind contributions received from developers and are associated with specific agreements. They need to be retained and used for the purposes specified in the individual agreements. 8 Energy Efficiency 330,000 - 330,000 The funds relate to a Scottish Government Grant received some years ago for energy efficiency projects. A programme of energy improvement projects will be developed with the potential to recycle savings back to the fund. 9 Business Support 220,000 - 220,000 Business Loans Scotland Income to be used for future business support activity over the next 2-3 years. 10 OD & Change Training Budget 8,773 - - 8,773 Funding allocated to meet defined training needs 11 Previous provision for equal pay/holiday pay 194,663 - 9,499 185,164 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY ITEM 15 - APPENDIX 4 Page 303
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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 To be carried forward into 26/27 Description £ £ £ £ 12 Cost of Living 4: Fund the successful spending on Sport & Leisure for children during holiday times for the next 4 years. £45,000 per year. 107,040 45,000 45,000 62,040 Additional payments to WDLT for holiday activities (eg gym and swimming classes) provided over Easter ,summer and autumn 13 Cost of Living 7: Introduce a programme of creative engagement and learning focused on supporting people through recovery and improving wellbeing. £5,000 per year for 4 years. 10,000 - 10,000 The £5k for each of the four years was partially spent in 23/24 and 24/25 and will be fully spent in 25/26 once Glencairn and the new museum space in Clydebank are opened. 14 Transfer to Foodbank support fund 151,680 31,680 31,680 120,000 15 Smoothing Fund - - 172,199 - 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, £16k will also be met from the smoothing fund in relation to the shortfall in the generation of site income from television/film productions within Comms & Marketing and a further £6k due 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 2,151,543 83,680 737,481 1,586,261 COST OF LIVING STRATEGIC RESERVES Page 304
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WEST DUNBARTONSHIRE COUNCIL 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 - Saving anticipated to be achieved 2 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - Saving anticipated to be achieved 3 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - Saving anticipated to be achieved 4 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - Saving anticipated to be achieved 5 Registrars RR09 A Douglas 18 18 - Saving anticipated to be achieved 6 Building Standards A Douglas 10 10 - Saving anticipated to be achieved 7 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - Saving anticipated to be achieved 8 Remove Members’ Secretary RR04 A Douglas 22 22 - Saving anticipated to be achieved 9 Reduce Trading Standards team RR17 A Douglas 14 14 - Saving anticipated to be achieved 10 Reduce Records Management team RR18 A Douglas 14 14 - Saving anticipated to be achieved 11 Close Clydebank Registration Office RR19 A Douglas 8 8 - Saving anticipated to be achieved 12 Combine dog warden & pest control posts RR10 A Douglas 38 38 - Saving anticipated to be achieved 13 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - Saving anticipated to be achieved 14 Antonine wall RR12 A Douglas 27 27 - Saving anticipated to be achieved 15 Review environmental health RR13 A Douglas 35 35 - Saving anticipated to be achieved 16 Development planning & placemaking RR20 A Douglas 55 55 - Saving anticipated to be achieved 17 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - Saving anticipated to be achieved 18 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - Saving anticipated to be achieved 19 Increase events income CCF05 A Graham 8 8 - Saving anticipated to be achieved 20 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - Saving anticipated to be achieved 21 Reduce Highland Games Spend CCF01 A Graham 15 15 - Saving anticipated to be achieved 22 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - Saving anticipated to be achieved 23 Reduce Community Engagement Budget CCF11 A Graham 22 22 - Saving anticipated to be achieved 24 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - Saving anticipated to be achieved 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 - Saving anticipated to be achieved 27 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - Saving anticipated to be achieved 28 Reduce Corporate Debt team RES06 L Slavin 44 44 - Saving anticipated to be achieved 29 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - Saving anticipated to be achieved 30 Review of Capital Programme RES06 L Slavin 66 66 - Saving anticipated to be achieved ITEM 15 - APPENDIX 5 Page 305
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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 - Saving anticipated to be achieved 32 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - Saving anticipated to be achieved 33 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - Saving anticipated to be achieved 34 Remove counselling and physio PT10 V Rogers 9 9 - Saving anticipated to be achieved 35 Remove telephone survey CCF13 V Rogers 9 9 - Saving anticipated to be achieved 36 Performance and Strategy Budget Efficiencies CCF15 V Rogers 9 9 - Saving anticipated to be achieved 37 Reduce design budget CCF16 V Rogers 12 12 - Saving anticipated to be achieved 38 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - Saving anticipated to be achieved 39 People & Change Team Restructure PT14 V Rogers 62 62 - Saving anticipated to be achieved 40 Organisational Development Reduction PT15 V Rogers 60 60 - Saving anticipated to be achieved 41 Outsource Print Room function PT18 V Rogers 25 25 - Saving anticipated to be achieved 42 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - Saving anticipated to be achieved 43 Review the Communities team reducing the delivery of community based services CCF26 A Graham 87 87 - Saving anticipated to be achieved 44 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 - Saving anticipated to be achieved TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 1,527 1,377 150 Page 306
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Corporate Services Committee – 27 May 2026 ___________________________________________________________________ Subject: Corporate Services Capital Budgetary Control Report to 31 January 2026 (Period 10) 1. Purpose 1.1 This report provides an update on the Corporate Services capital programme to 31 January 2026. 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2025/26 capital budget for Corporate Services ii) Note the revised completion dates in respect of 2 projects detailed in Appendix 2 (Para 4.4). iii) Note the reprofiling of 4 projects in Appendix 3 of (£0.669m) over the project life. 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 7 as reported to Corporate Services Committee on 4 February 2026. Exhibit 1: Revised Capital Budget as at 31 October 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 and 4 February 0.015 (0.094) Approved P&T Capital Bid – Data Strategy 0.027 0.027 Revised Capital Budget as at Period 7 4.120 29.234 ITEM 16 Page 307
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4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Projects Off Track 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 2 highlights 2 projects currently showing as off-track, all of which are due to revised completion dates. • Project RES 4 (Community Success Capital Fund) is off-track due to no active or pending requests for funding. • Project RES 5 (Community Sports Success) is off track due to no active or pending requests for funding. 4.5 Appendix 3 highlights 4 projects where the expenditure requires to be reprofiled but there is no need for additional budget. 4.6 Exhibit 2 sets out the revised capital budget at period 10 after amending it to reflect the Council decisions taken in relation to the agenda item, General Services Capital Report Budgetary Control Report (Period 10) on the 25 of March. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Corporate Services Capital Budget as at 31 October 2025 4.120 29.234 Approved Review of Capital Programme (Para 4.9) (0.033) (0.421) Projects completed and removed (Para 4.10) 0 (3.173) Projects complete at 31 January 2026 (Para 4.11) (0.010) (0.512) Proposed revised Capital Budget as at Period 10 4.077 25.128 Reprofiling over project life (Appendix 3) (0.669) 0 Proposed revised Capital Budget as at Period 10 after Council Approval 3.408 25.128 4.8 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 £4.077m. Spend as at period 10 is £1.975m (57.94%) of the current forecast spend of £3.408m. Page 308
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4.9 Following the Review of West Dunbartonshire Council’s Capital Programme paper approved by Council on 17 December 2025 with one amendment per the motion, the changes below have been applied to the capital plan: • Projects removed o Legal Case Management System (RR 1) - £0.033m • Projects with reduced budget allocation o Finance Ledger System (RES 11) - £0.200m o Development of Workforce Management System (P&T 4) - £0.188m 4.10 Following the above adjustments, historic project life budgets completed and removed have been applied which reduces project life by £3.173m. 4.11 Additionally Cost of Living (RES 3) has been completed at 31 January 2026. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. Page 309
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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: 15 April 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 2 - Projects Off Track Appendix 3 - Changes to Capital Plan for Noting Appendix 4 - All Approved Projects Background Papers: General Services Capital Plan Update - Council 5 March 2025 Capital Budgetary Control Report (P3) – Council 27 August 2025 Capital Budgetary Control Report (P5) – Council 29 October 2025 Capital Budgetary Control Report (P7) – Council 17 December 2025 Review of West Dunbartonshire Councils Capital Programme – Council 17 December 2025 Capital Budgetary Control Report (P10) – Council 24 March 2026 Wards Affected All Wards Page 310
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Official# Summary at Period 10 Project Life Budget Project Life Forecast Spend Project Life Variance On Track Off Track £'000 £'000 £'000 Resources 15,596 15,596 0 4 2 People and Technology 9,532 9,532 0 5 0 Total 25,128 25,128 0 9 2 ITEM 16 - APPENDIX 1 Page 311
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Official# Projects that are Off Track at Period 10 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Resources RES 4 - Community Success Capital Fund 150 150 - 31/03/2026 31/03/2027 Resources RES 5 - Community Sports Success 250 250 - 31/03/2026 31/03/2027 Project Name: Project - RES 4 - Community Success Capital Fund Project Manager: Michelle Lynn Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RES 5 - Community Sports Success Project Manager: Michelle Lynn Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Source of Funding: n/a The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Source of Funding: n/a ITEM 16 - APPENDIX 2 Page 312
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Official# Changes to Capital Plan and Implications at P10 Project - RES 4 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 Community Success Capital Fund 150 0 0 0 0 0 0 0 0 150 Community Success Capital Fund Revised 31/03/2026 31/03/2027 129 21 129 0 0 0 0 0 0 0 150 Explanation Project - RES 5 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 Community Sports Success 240 0 0 0 0 0 0 0 0 240 Community Sports Success Revised 31/03/2026 31/03/2027 231 9 231 0 0 0 0 0 0 0 240 Explanation Project - RES 11 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 Finance Ledger System 31/03/2027 31/03/2027 430 335 765 Finance Ledger System Revised 218 212 553 765 Explanation Project - P&T 4 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 Development of Workforce Management System 31/03/2027 31/03/2027 93 17 0 0 0 0 0 0 0 110 Development of Workforce Management System Revised 91 2 108 0 0 0 0 0 0 0 110 Explanation £91k required to be carried forward to 26/27 due to statutory and ICT priorities delaying implemenations. The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Expenditure profile has changed due to current phase of implementation project being mainly information gathering. Expect costs to pickup as project moves into training and test phases which will occur during 26/27 financial year. Page 313 ITEM 16 - APPENDIX 3
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Official# All Projects Approved at P10 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 4 Community Success Capital Fund 31 March 2026 31 March 2027 150 0 21 129 150 0 150 21 21 (129) RES 5 Community Sports Success 31 March 2026 31 March 2027 250 10 9 231 250 0 240 9 9 (231) RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 669 1,586 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 800 34 212 553 800 0 430 196 212 (218) Total Resources 15,596 147 1,838 13,610 15,596 0 2,416 896 1,838 (578) P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 578 4,001 4,579 0 578 527 578 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 415 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 135 226 0 P&T 4 Development of Workforce Management System 31 March 2027 31 March 2027 110 0 2 108 110 0 93 1 2 (91) P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,532 757 1,570 7,205 9,532 0 1,661 1,078 1,570 (91) Overall Total 25,128 904 3,408 20,815 25,128 0 4,077 1,975 3,408 (669) Full Project Life In Year Page 314 ITEM 16 - APPENDIX 4