Item 12 - Appendix 1
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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Official BUSINESS PLAN 2026-2027 “Inspiring Active & Healthier Communities
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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
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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
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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.
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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
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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.
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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.
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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
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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
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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
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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
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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
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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