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West Dunbartonshire Council · 7 February 2024
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Agenda
Corporate Services Committee
Date: Wednesday, 7 February 2024
Time: 14:00
Format: Hybrid Meeting
Contact:   Scott Kelly, Committee Officer
scott.kelly@west-dunbarton.gov.uk
committee.admin@west-dunbarton.gov.uk
Dear Member
Please attend a meeting of the Corporate Services Committee as detailed above.
Members will have the option to attend the meeting remotely or in person at the Civic
Space, 16 Church Street, Dumbarton.
The business is shown on the attached agenda.
Yours faithfully
PETER HESSETT
Chief Executive
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Distribution:-
Councillor Daniel Lennie (Chair)
Councillor Ian Dickson
Councillor David McBride
Councillor Jonathan McColl
Councillor James McElhill
Councillor Michelle McGinty (Vice-Chair)
Councillor June McKay
Councillor Karen Murray Conaghan
Councillor Lawrence O’Neill
Councillor Martin Rooney
Councillor Gordon Scanlan
Councillor Clare Steel
Chief Executive
Chief Officers
Date of issue:  25 January 2024 
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.
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CORPORATE SERVICES COMMITTEE
WEDNESDAY, 7 FEBRUARY 2024
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
done by roll call vote to ensure an accurate record.
5 MINUTES OF PREVIOUS MEETING 5 – 9
Submit for approval as a correct record, the Minutes of Meeting of the
Corporate Services Committee held on 1 November 2023.
6 MINUTES OF JOINT CONSULTATIVE FORUM  To Follow
Submit for information and where necessary ratification, the Minutes of
Meeting of the Joint Consultative Forum held on 14 December 2023.
7  OPEN FORUM
The Committee is asked to note that no open forum questions have been
submitted by members of the public.
8 WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS To Follow
PLAN 2024/25
Submit report by the Chief Education Officer providing an update on the West
Dunbartonshire Leisure Trust Business Plan for 2024/25.
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9 PEOPLE AND TECHNOLOGY SPEND 2024/25 11 – 25
Submit report by the Chief Officer – People and Technology providing a
detailed breakdown of the planned People and Technology spend for both
capital and revenue new and existing contracts valued above £10,000 and
seeking approval to procure and contract for the required goods and services.
10 REVIEW OF INTERIM CHANGE TO FORTNIGHTLY 27 – 34
PAY FREQUENCY
Submit report by the Chief Officer – People and Technology providing an
update on the review agreed as part of the interim change to the 2-weekly pay
frequency.
11 WRITE-OFF OF NATIONAL NON DOMESTIC RATES 2023/24 35 – 42
Submit report by the Chief Officer – Resources recommending for approval
the write-off of debts in respect of National Non-Domestic Rates (NNDR),
which have been deemed as irrecoverable during the financial year
2023/2024.
12 CORPORATE SERVICES BUDGETARY CONTROL REPORT  43 – 63
TO 31 OCTOBER 2023 (PERIOD 7)
Submit report by the Chief Officer – Resources advising on the performance
of the Corporate Services budget for the period to 31 December 2023.
13 GRANT APPLICATION TO DUMBARTON COMMON GOOD 65 – 68
Submit report by the Chief Officer – Resources providing details of one grant
application to Dumbarton Common Good for consideration.
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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, 1 November 2023 at 2.00 p.m.
Present: Councillors Karen Murray Conaghan, Ian Dickson, Daniel
Lennie, David McBride, Jonathan McColl, Michelle McGinty,
June McKay, Lawrence O’Neill, Martin Rooney and Clare Steel.
Attending: Alan Douglas, Chief Officer – Regulatory and Regeneration;
Amanda Graham, Chief Officer – Citizen, Culture and Facilities;
Laurence Slavin, Chief Officer – Resources; Victoria Rogers,
Chief Officer – People and Technology; John Anderson, West
Dunbartonshire Leisure Trust Manager; Arun Menon, Business
Support Manager; Alison McBride, Strategic People and Change
Manager; Annabel Travers, Procurement Manager; Elaine
Troup, Communities Manager; Michelle Lynn, Asset Co-
ordinator; Adrian Gray, Finance Business Partner; Lisa
MacGregor, People and Change Partner; Michael McDougall,
Manager of Legal Services and Ashley MacIntyre and Nicola
Moorcroft, Committee Officers.
Apologies: Apologies for absence were intimated on behalf of Councillors
James McElhill and Gordon Scanlan.
Councillor Daniel Lennie in the Chair
STATEMENT BY CHAIR – AUDIO STREAMING
Councillor Lennie, 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
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MINUTES OF PREVIOUS MEETING 
The Minutes of Meeting of the Corporate Services Committee held on 14 August
2023 were submitted and approved as a correct record. 
MINUTES OF JOINT CONSULTATIVE FORUM 
The Minutes of Meeting of the Joint Consultative Forum held on 7 September 2023
were submitted for information and where necessary ratification, following discussion
the Committee unanimously agreed:- 
(1) to note the minutes; 
(2) to note that JCF takes elimination of bullying as seriously as discrimination,
harassment and victimisation. However, that it is unable to approve the
decision taken at the meeting of the Joint Consultative Forum on Thursday, 7
September 2023 to add bullying to Section 3.2 of the Annual Monitoring
Report 2022/23 – Employment Equalities; 
(3) to note that the Chief Officer – People and Technology cannot retrospectively
change the report and would not be expected to include bullying in future
equality reports that specifically report on the Public Sector Equality Duties;
and 
(4) to note that bullying would continue to be dealt with separately through
Respect at Work, Grievance and Disciplinary processes as appropriate, and
will this will be reported annually to the JCF. 
OPEN FORUM 
The Committee noted that no open forum questions had been submitted by
members of the public. 
CITIZEN, CULTURE AND FACILITIES 2023/24 DELIVERY PLAN MID-YEAR
PROGRESS 
A report was submitted by the Chief Officer – Citizen, Culture and Facilities setting
out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan
2023/24. 
After discussion and having heard the Chief Officer – Citizen, Culture and Facilities
in further explanation of the report, the Committee agreed to note the progress
achieved. 
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PEOPLE AND TECHNOLOGY 2023/24 DELIVERY PLAN MID-YEAR PROGRESS 
A report was submitted by the Chief Officer – People and Technology setting out the
midyear progress of the People and Technology Delivery Plan 2023/24. 
After discussion and having heard the Chief Officer – People and Technology in
further explanation of the report, the Committee agreed to note the progress
achieved. 
REGULATORY AND REGENERATION 2023/24 DELIVERY PLAN MID-YEAR
PROGRESS 
A report was submitted by the Chief Officer – Regulatory and Regeneration setting
out the mid-year progress of the Regulatory and Regeneration Delivery Plan
2023/24. 
After discussion and having heard the Chief Officer – Regulatory and Regeneration
in further explanation and in answer to Members’ questions, the Committee agreed
to note the progress achieved. 
RESOURCES 2023/24 DELIVERY PLAN MID-YEAR PROGRESS 
A report was submitted by the Chief Officer – Resources setting out the mid-year
progress of the Resources Delivery Plan 2023/24. 
After discussion and having heard the Chief Officer – Resources in further
explanation of the report, the Committee agreed to note the progress achieved. 
REVIEW OF ORGANISATIONAL CHANGE POLICY 
A report was submitted by the Chief Officer – People and Technology providing an
update on the review of the Organisational Change Procedure, the subsequent
changes made and seeking approval for the same. 
After discussion and having heard the Chief Officer – People and Technology and
the People and Change Partner in further explanation and in answer to Members’
questions, the Committee approved the revised policy, Appendix 1 to the report. 
JOB EVALUATION POLICY AND PROCEDURE 
A report was submitted by the Chief Officer – People and Technology providing an
update on changes and seeking approval for the revisions to the Job Evaluation
Policy and Procedure. 
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After discussion and having heard the Chief Officer – People and Technology in
further explanation and in answer to Members’ questions, the Committee approved
the Job Evaluation Policy and Procedure. 
ANNUAL PROCUREMENT REPORT 
A report was submitted by the Chief Officer – Regulatory and Regeneration seeking
approval to publish the Annual Procurement Report for 2022/23 and the 2023/24
annual revision of the Sustainable Procurement & Commercial Improvement
Strategy. 
After discussion and having heard the Procurement Manager in further explanation
and in answer to Members’ questions, the Committee agreed:- 
(1) the Annual Procurement Report for 2022/23 as outlined in Appendix 1 to the
report; and 
(2) the Annual revision to the Sustainable Procurement and Commercial
Improvement Strategy – 2021 to 2026 as outlined in Appendix 2 to the report. 
WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS PLAN 2023/24 
A report was submitted by the Chief Officer – Citizen, Culture and Facilities providing
an update on the West Dunbartonshire Leisure Trust Business Plan 2023/24. 
After discussion and having heard the Chief Officer – Citizen, Culture and Facilities
and the West Dunbartonshire Leisure Trust Manager in further explanation and in
answer to Members’ questions, the Committee agreed:- 
(1) to approve the report and the 2023/24 West Dunbartonshire Leisure Trust
Business Plan; and 
(2) to formally agree the WDLT management fee as set out in the report, the sum
having already been included in the Council’s 2023/24 revenue budget. 
CORPORATE SERVICES BUDGETARY CONTROL REPORT TO 31 AUGUST
2023 (PERIOD 05) 
A report was submitted by the Chief Officer – Resources advising on the
performance of the Corporate Services budget for the period to 31 August 2023. 
After discussion and having heard the Chief Officer – Resources in further
explanation of the report, the Committee agreed:- 
(1) to note that the revenue account currently shows a projected annual
favourable variance of £0.341m (0.98% of the total budget); and 
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(2) to note that the capital account shows a projected in-year overspend of
£0.001m (0.02% of in-year budget).  Explanations for projected variances to
the 19 current projects are detailed in Appendices 6 and 7 to the report. The
project life projection currently shows a projected overspend of £0.009m
(0.01% of project life budget). 
GRANT APPLICATION TO DUMBARTON COMMON GOOD 
A report was submitted by the Chief Officer – Resources providing details of one
grant application to Dumbarton Common Good for consideration. 
After discussion and having heard the Finance Business Partner in further
explanation and in answer to Members’ questions, the Committee agreed to approve
the request for a £39,000 grant to Corra Foundation to assist with the cost of 3 years
staff costs and other operating costs, grant to be paid in 3 annual instalments of
£13,000. 
The meeting closed at 3.00 p.m.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People & Technology
Corporate Services Committee: 7th February 2024
___________________________________________________________________
Subject: People & Technology Spend 2024-25
1. Purpose
1.1 To provide the Committee with a detailed breakdown of the planned People &
Technology (P&T) spend for both capital and revenue new and existing
contracts valued above £10,000 and seek approval to procure and contract
for the required goods and services.
2. Recommendations
2.1 The Committee is asked to:
2.1.1 note the revenue and capital spend detail included in this report;
2.1.2 note the projects to deliver this spend will be included in the 2024-25 People
and Technology Delivery Plan currently in development and to be reported to
a future meeting of this committee; 
2.1.3 approve the procurement and award of by the Chief Officer – People &
Technology in consultation with the Procurement Manager of all contracts
valued at £213,477 (VAT inclusive) above subject to the cost being within the
approved budget and the tender being in line with normal tender parameters.
2.1.4 note, that where the contract award is less than £213,477 (VAT inclusive),
authority is delegated to the Chief Officer – People and Technology in
consultation with the Procurement Manager to instruct the award of contracts
for the planned revenue and capital spend detailed in this report to suppliers
providing the most economically advantageous offer to the Council;
2.1.5 approve the revenue spend included in this report including approval to
explore and secure multi-year contracts, contracts using framework
agreements and/or contracts using dynamic purchasing systems beyond the
term of approved budgets where efficiencies and savings can be achieved;
2.1.6 approve the projects specified in Section 3 of this report; and
2.1.7 note that where the value of the contract is £213,477 (VAT inclusive) and
above, in the event of the financial or other terms of a tender falling out-with
delegated powers, the relevant Chief Officer will submit a report to either
Council, Corporate Services or the Tendering Committee.
ITEM 9
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3. Background
Revenue
3.1 The Council has an annual revenue spend of approximately £2,900,000 that
covers a range of ICT goods and services, for example corporate and service
applications, telephony lines and licences, network connectivity as well as
security and application licences. Appendix 1 details estimated spend over
£10,000 per managed system/technology.
3.2 The ICT team consults annually with the Corporate Procurement Unit to refine
contract strategies. The breakdown includes:
3.2.1 Corporate business applications for the management of processes such as
Finance, Housing, Performance and Purchasing. Although the annual
maintenance budget for these systems is held by P&T (ICT section), the
responsibility for the systems and associated contracting lies with the system
owners within each service area. The system owners are responsible for
granting system access and permissions, data management and security
compliance, coordinating upgrades, verifying license and budget
requirements, and ensuring the systems continue to meet service strategy
and future requirements. ICT assist with licence verification and conduct
annual exercises with service areas to verify application use, licences
volumes and type and to identify where there are opportunities to reduce
costs.
3.2.2 Infrastructure hardware commodity includes servers, switches, wireless
access points, security infrastructure, cabling, telephony infrastructure,
storage and multi-function printers and scanners.
3.2.3 Education curriculum software commodity is the responsibility of Education,
Learning & Attainment with support from the ICT team. The software may be
subject, sector or establishment based. 
3.2.4 The end user hardware commodity includes all PCs, laptops, mobile phones,
tablets, and Chromebooks across the Council.
3.2.5 The Corporate licenses commodity includes software products such as Adobe
and Microsoft, security technologies for scanning, protection, and encryption,
as well as device, application, and policy management technologies. The
technology is managed by the ICT team on behalf of the Council however
licenses can also be purchased by service areas.
3.2.6 Network commodity includes telephony, CCTV, and network lines.
Responsibility for this commodity is dispersed across Council services.
3.3 As outlined above, the budget and contracting responsibility for commodities
such as curriculum software, telephony, CCTV, and end user device
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purchasing are service led.
3.4 While many of the annual maintenance and license payments and
arrangements have been in place for several years, the category
management approach to procurement continues to provide the opportunity to
examine spend to deliver improved and/or collaborative approaches. The aim
is to secure improved contracts and deliver cashable and non-cashable
benefits as well as improved supplier management practices and monitoring. 
3.5 The council issued a new tender under the Multi-Function Device (MFD)
national framework contract; however, it was withdrawn due to the high
volume of supplier queries seeking clarification of the specification. The tender
is currently being reviewed with the aim of re-issuing in February 2024. During
this period, we have extended the current contract to ensure printing services
are not impacted. A further extension (or part thereof) is likely to be required
during 2024-25 to allow time for evaluation, committee approval and
implementation of the replacement contract.
3.6 In relation to the disposal of obsolete equipment, the Council has an out of
contract arrangement where the supplier collects and disposes of equipment
in line with The Waste Electrical and Electronic Equipment Regulations
(WEEE) free of charge. ICT are currently engaging the framework market to
award contract for the disposal service. Part of the contract aim is to secure
income from all equipment disposals and this requirement will be included in
the contract specification, albeit subject to market testing.
3.7 Based on experience the requirements listed below tend to be purchased as
cloud services and require additional revenue funding which, consequently,
are included in ICT burdens. We will continually assess and upgrade our ICT
infrastructure to support the growing demands of the organisation and explore
cloud computing options for increased scalability, resilience, flexibility, cost-
effectiveness, to identify any savings opportunities and to maximise our
current investment.
3.7.1   WDC continue to work in collaboration with the National Digital Office with
the option to take part in a joint procurement for a Security Operation Centre
(SOC) solution. The initial requirements have been agreed and the national
procurement exercise has been delayed pending further review and will be
progressed during 2024/25. 
3.7.2 The council has routinely invested in Cyber Security technologies and
resources to ensure our security posture is robust and fit for purpose. Any
technology improvements will be procured thought national frameworks and
approval sought via appropriate committees.
3.7.3 As part of our continuous service improvements and to help sustain hybrid
working and provide secure remote access, we have procured a new
solution that will deliver enhanced security and a consistent remote
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experience for employees regardless of location. This project commenced in
January 2024 and will continue during 2024/25.
3.7.4 We have reviewed and finalised the options to improve access to desktop
business applications for council employees and partners. The review will
enhance the digital workplace experience for employees and maximise our
existing investment in M365. Part of the review is to replace our current
virtual application delivery solution with the latest version of MS office suite
on all corporate laptops, this will enable full office integration with 365 cloud
applications i.e., MS Teams. This project began in November 2023 and will
continue during 2024/25. 
3.7.5 Our redesign of remote access and desktop application solutions outlined in
3.7.3 and 3.7.4 has delivered significant annual revenue savings for the
council, and these technological savings will contribute to the budget gap for
2024/25 and beyond. 
Capital
3.8 The Council concluded the award of the Scottish Wide Area Network (SWAN
2.0) Framework contract for BT communications plc to provide Managed Wide
Area Network Services for the council. As a SWAN member, the Council are
contributing to the overall procurement and contract management costs, and
these are included in the ICT capital plan projects. The November 2023
tendering committee approved the capital spend required for the transition to
the new SWAN 2.0 network and this spend is outlined in the associated
background papers. This project will provide fit for future bandwidth capacity
at all council sites.
3.9 The Council continues to make a substantial commitment to improving and
securing the ICT infrastructure and processes to support and innovate service
delivery transformation through capital investment. 
3.10 Table 1 below is an excerpt from the Capital plan as agreed by Council in
March 2023 and includes the following recurring capital budget for ICT:
Table 1 – Existing Agreed ICT 1-Year Capital Plan
Capital allocation 2023/24
ICT Security & Resilience 
Inc. Education Software Licensing Refresh
£729,000
ICT Modernisation  £857,000
365 Implementation £160,000
Total £1,407,000
3.11 The scope for each project will include some flexibility, allowing for spend on
smaller value works via the appropriate procurement route. Where possible
and where opportunities arise, officers aim to secure match funding from
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external sources i.e., Microsoft funding to assist with implementation of
SharePoint. The investment projects for capital spend are detailed in table 2
below. ICT will consult with Procurement to ensure the correct procurement
route is used for each spend project. 
3.12 Some of the ICT capital spend may have a revenue implication and this will be
managed through future revenue planning and based on the actual spend.
Table 2 – Proposed Projects ICT Capital Spend 2024-25
Description Capital
(Est)
ICT Security & DR, Resilience £504,000
1. Future of SWAN Contract (Shared Service cost)
2. SWAN 2.0 Implementation
3. Replace Ageing Infrastructure Hardware
4. Security Compliance remediation
5. Security Resourcing - multi-year consultancy services
6. Internal ICT resource recharges
7. Education software refresh
£50,000
£200,000
£40,000
£70,000
£30,000
£84,000
£30,000
ICT Modernisation £551,000
1. Device replacement:
a. Chromebooks
b. PCs
c. Mobile Phones
d. Laptops
1. Resources to Support a range of corporate projects.
£428,000
£46,000
£176,500
£6,500
£199.000
£123,000
Office 365 Implementation £240,000
1. Resourcing £170,000
2. Securing and implementing SharePoint £70,000
Total £1,295,000
3.17 Device replacement: ICT will undertake the annual device replacement project
for all PCs, laptops, Chromebooks, and mobile phones that are reaching end
of life and or 5-year refresh point as per the ICT Strategy 2023-28. These
items are purchased from nationally agreed frameworks and the overall spend
is detailed in Table 2.
3.18 Server and Firewall Hardware Replacement: ICT have undertaken a server
and firewall replacement project during 2023/24 to refresh ageing hardware to
ensure it is up to date, secure, and remains in line with technological
advances. This project will continue during 2024/25 and hardware is
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purchased via nationally agreed frameworks with the overall spend detailed in
Table 2.
3.19 SharePoint: The council has invested heavily in Microsoft 365 cloud services
and have made significant progress on associated projects throughout
2023/24. The main deliverable in Phase 2 of the project is to implement
SharePoint to replace our long-standing use of on-premises file storage used
for managing council files and folders. The project is currently at planning
stage and will progress throughout 2024/25 alongside supplier delivery via
national frameworks. Capital spend for project implementation encompasses
supplier delivery, software purchase and resourcing for project management
and support.
4. Main Issues
Procurement
4.1 Consideration will be given to multi-year contracts, and contracts using
framework agreements and/or contracts using dynamic purchasing systems
where recurring capital / revenue has been approved and where this would
deliver efficiencies. Where recurring revenue is approved on a yearly basis,
consideration will be given to multi-year contracts, and contracts using
framework agreements or contracts using dynamic purchasing systems. The
authority sought in Paragraph 2.1, to include the option to enter such multi-
year contracts beyond the second year for those items listed in Section 3 and
the appendix to this report. 
4.2 The contract strategies for each of the revenue and capital projects will
continue to be developed on a project-by-project basis and will include
consideration of market testing existing collaborative framework or
collaborative purchasing system, running mini competitions, direct awards as
well as full tender processes. 
4.3 The tendering and contracting process will continue to identify potential future
revenue implications for new contracts. Where required these will be included
as savings/burdens in future ICT revenue budget estimates considering
current revenue spend to offset the budgetary impact. 
Increased Demand for Technology to Improve Service Delivery
4.5 There remains rapid and significant change in this area across the public
sector. We live in a digital age where demand for council services and
expectations of service continue to increase at a time when the council is
facing significant financial challenges with wholescale under-funding resulting
in reduced capital and revenue budgets. There is increasing reliance on
technology and the financial resources to deliver is included in section 3 of
this report, such as:
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• software licences e.g., increased cost for Microsoft licenses;
• security where emerging threats and changes in the security landscape
require additional investment;
• system design improvements where increased remote access and hybrid
working require additional infrastructure investment and 1:1 device ratio
for corporate employees;
• mobility where additional mobile sim contracts or increased data limits are
required;
• system resilience where ongoing discussions with services to review their
business continuity and resilience requirements may result in increased
demand in this area;
• device replacement e.g., as schools aim for a 1:1 device per pupil ratio
there are now over 14,000 devices deployed in schools with further spend
required;
• services exploring and implementing digital transformation; and
• new technologies e.g., the use of Automation and Artificial Intelligence.
4.6 In recent years there has been no increase in ICT employee resources to
match increasing support demands, indeed the FTE has steadily reduced and
was reduced further in 23/24 as part of the council budget savings exercise. A
small number of short-term temporary appointments have been used and will
continue in 24/25 to support specific project-related tasks, however the ratio of
devices per Support Analyst will be closely monitored to ensure sustainability
of current and expected service levels. We will continue to use supplier
consultancy for specialist projects and upgrades.
4.7 The Council has an ambitious 5-year People First Strategy which
encompasses digital, engagement, learning, development, wellbeing, and
workforce planning. ICT are aligned and collaborating closely with the
councils’ digital team with both teams having established close links with the
National Digital Office and other key stakeholders. The continued investment
in technology highlighted in this report will help deliver this strategy and
provide our service areas and partners with the technology and tools to
digitally transform and improve service delivery to our citizens and workforce.
Key areas for the coming year will be Office 365, where both teams will work
jointly to support services with sound structures and best practice as they
migrate to SharePoint. Following this, our Centre of Excellence will ensure, as
a council, we both upskill employees and maximise the benefits 365 can bring
to users, employees, processes, and teams. In addition, we will also improve
how the organisation uses data, ensuring capability in this area grows and it
leads to more informed decision making. Moving forward, both the Digital and
ICT Teams will be working hard to create a curious culture, confident with
technology with an understanding that digital skills are everyone’s
responsibility.
4.8 ICT licensing is increasingly being offered as cloud/hosted subscription-based
licensing model and this change of delivery mechanism is likely to drive a
change to the current funding profile for ICT goods and services. This change
means expenditure is likely to transition away from a mixture of capital and
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revenue budgets to a need for a revenue only budget. ICT will continue to
collaborate with Resources colleagues to monitor this transition.
5. People Implications
5.1 Existing Framework Agreements or Dynamic Purchasing System will be used
where they have proven to demonstrate best value and where practical.
5.2 The ICT team has an established review and service/improvement process to
ensure resources are allocated to the highest priority work.
5.3 Some of the identified projects are expected to include design,
implementation, skills transfer and project consultancy services, and training
as specialist knowledge is required when introducing new technologies, for
example, introduction of Microsoft SharePoint. ICT employees will be trained,
gain experience, knowledge, and skills during these projects to ensure they
can manage and develop the technologies moving forward.
6. Financial and Procurement Implications
6.1 Revenue budget is in place for all licenses and maintenance spend identified
in the Appendix. This, plus an inflationary increase, is included within the draft
revenue budget for 2024-25 (subject to Council approval in March 2024).
6.2 The ICT and Corporate Procurement teams engage with service areas when
introducing new IT systems so that technology, procurement, and security
issues can be identified during the procurement and evaluation stages and
prior to contract signing. This early engagement approach also helps identify
potential savings and spend opportunities so that these can be included in
future budget processes.
6.3 The cost estimates for capital spend are based on high level research and
may vary but will remain within the capital plan due for approval by Council in
March 2024 as outlined in Table 2. The projects specified can be scaled up or
down.
6.4 All procurement activity conducted by the Council for spend valued from
£213,477 (VAT inclusive) is subject to contract strategy. The contract strategy
shall include but not be limited to; options appraisals, contract scope, service
forward plan, market condition, procurement model and routes – including
existing delivery vehicles, roles and responsibilities, risks, issues and
opportunities and on-going contract management. Some of the options
considered include for example:
Where a purchase is required, options as to type of equipment or license will
be reviewed, e.g., most suitable device for a corporate versus education user.
In the case of licenses, options such as, perpetual versus subscription
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licensing will be considered alongside multiyear, single year, full year, or part
year licenses and if there is any opportunity to reduce system or licence costs.
7. Risk Analysis
7.1 There is a risk that the capital project actual costs may exceed the capital
project estimates as detailed in Table 2. This risk will be mitigated by a range
of contract strategy options being explored as well as building scalability into
the tender for example reducing the number of devices being replaced or
specification of the device. Ongoing regular Budgetary Control Reporting will
provide information on any significant adverse variance in cost and mitigating
actions available.
7.2 There is a risk that ICT equipment prices continue to increase in the short to
medium term due to external factors such as the global economy challenges.
Any price increases will impact project spend and volume of devices able to
be purchased. 
7.3 Strategic Risks: SR04 Keeping Abreast of Developments in the Innovative
Use of Technology; and SR08 Threat of Cyber Risk ensure visibility and
scrutiny through Audit Committee. 
8. Equalities Impact Assessment (EIA)
8.1 EIA 867: Our approach to supporting change and improvements, will
proactively consider accessibility and usability of systems and their interaction
for users. This is especially important for disabled people, but not limited to
these protected characteristics. Where possible the Council will use social
benefit clauses, when looking at its procurement. Where relevant we will
impact assess, capital and revenue spending decisions to support best value,
equalities, including the Procurement Duty of the Public Sector Equality Duty
in Scotland, and Fairer Scotland Duty considerations. We will align with the
Equality and Human Rights Commissions guidance in use of artificial
intelligence in the public sector, and proactively consider equality implications,
when supporting change and improvements.
8.2 The annual device replacement project will continue to include delivery of
specialist IT equipment/adaptations for employees and pupils with additional
needs as required. This will also apply where public access devices are being
replaced. The procurement process will be conducted in line with the
Council’s procurement and equality guidance, and implementation planning
will consider equality issues.
9. Environmental Sustainability
9.1 ICT is committed to sustainable technology to lessen energy consumption,
carbon emissions, enhance resource management, and decrease the amount
of technology waste produced. In accordance with council contract strategy
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development and the Scottish Government Sustainability toolkit, the council
will explore sustainability opportunities in all tenders. Contract strategies for
individual projects will consider a range of sustainability issues including the
environmental implications of ICT equipment and services. 
10. Consultation
10.1 Legal, CPU, Education and the Section 95 Officer have been consulted on the
content of this paper. It was not necessary to consult with our Trades Union
colleagues on this report. However, the Council’s digital strategy and activity
is regularly discussed with the Convenors group. 
11. Strategic Assessment
11.1 High quality ICT equipment and services contribute to the Council’s 2022-27
strategic objectives to ensure our workforce is resilient and skilled where
digital technology supports service delivery for our citizens; and all employees
are provided with the technology needed to do their job effectively. 
11.2 ICT is part of the People and Technology service and annual spend plans
have been developed in support of the Council’s core strategic ambitions
across business service areas as reflected in the Council Strategic 5-year
plan 2022-27 and ICT Strategy 2023-2028.
11.3 The planned capital spend on improved security, resilience and mobility
ensures that a fit for purpose and secure ICT environment that supports all
the Council service areas to deliver on their strategic objectives. 
11.4 The ICT contracts will contribute to delivery of the Council’s strategic priorities
through the development of robust contract strategies which will explore the
inclusion of community benefits which improve economic growth and
employability. Further opportunities to maximise the positive social, economic,
and environmental impact for West Dunbartonshire Council through the
contracts will also be explored. 
Name: Victoria Rogers
Designation: Chief Officer - People and Technology
Date:  12th January 2024
Person to Contact: James Gallacher, Manager of ICT, 07531184141
Appendix: ICT Estimated Revenue Spend over £10,000 per System
Background papers: ICT Strategy 2023-28 
November 2023 Tendering Committee – SWAN
procurement
Wards Affected: All
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Appendix 1 – Estimated Annual Revenue Spend over £10,000 (based on 2023-24)
Product Commodity Category Cost
Microsoft Enterprise Agreements Corporate Licensing £698,500
Wide Area Network Network *£305,400
Social Work Case Management & Scheduler Business System £130,590
Education MIS Business System £106,220
Local Area Network Network £94,700
Virtual Business Applications Corporate Licensing £80,450
Telephone Lines Network £75,000
Firewall Support Hardware Infrastructure £75,000
Revenue & Benefits Business System £73,100
Automation Software Business System £70,000
Cloud Backup Solution Corporate Licensing £64,100
Server Maintenance Hardware Infrastructure £58,185
Housing Management Business System £55,600
Rent Arrears Management Business System £58,700
Water Management Business System £46,500
Library Management Software Business System £45,965
Leisure Management Business System £45,300
Finance Management Business System £45,000
Job Costing Business System £43,500
Adobe Licencing Corporate Licencing £39,450
Network Scanning Tool Network £39,435
Energy Management Business System £36,000
Planning & Building Standards Business System £32,000
Roads – Lighting, Collision, Flood Mgmt. Business System £27,500
Local Government Digital Transformation Corporate Licensing £25,950
Backup Management Hardware Infrastructure £27,635
Security Filtering Management Hardware Infrastructure £25,700
Asset Management Business System £24,300
Corporate Arrears System Business System £23,400
Document Management Business System £27,000
Workforce Management Business System £24,000
Construction Standards Management Business System £23,000
Wireless Network Network £21,300
Environmental Services Business System £23,100
Service Desk Business System £20,100
Housing Benefits and Allocations Business System £19,000
Election Management Business System £18,480
Data Domain Management Hardware Infrastructure £17,600
Website Support Business System £15,600
Education Gateway Business System £17,600
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Product (cont.) Commodity Category  Cost
Education Teaching Materials Business System £17,600
Vehicle Management System Business System £14,700
Virtual Server Environment Support Hardware Infrastructure £14,200
Online Forms Business System £15,270
Business Property Rates Business System £12,800
Device Remote Support Software Business System £11,660
Device Security Management Antivirus Hardware Infrastructure £11,600
Employability Case Management Business System £11,200
Council Meetings System Business System £10,700
*Subject to contract transition timeline.
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AssessmentNo 867 Owner JGALLACHER
Resource Transformation Service/Establishment People and
Technology
First Name Surname Job title
Head Officer James Gallacher ICT Manager
(include job titles/organisation)
Members James Gallacher, ICT Manager Victoria Rogers, People &Technology
Chief Officer Ric Rea - Performance &Strategy Officer
(Please note: the word 'policy' is used as shorthand for stategy
policy function or financial decision)
Policy Title P&TSpend 2024/25
The aim, objective,purpose and intended out come of policy
Define the planned annual People &Technology spend for both capital
and revenue new and existing contracts valued above £10,000 and
seek approval to procure and contract for the required goods and
services.
Service/Partners/Stakeholders/service users involved in the
development and/or implementation of policy.
Consultation with Chief Officers, P&Tand ICT Management teams.
Performance &Strategy
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. No
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal
opportunities (A) or foster good relations (F) Yes
Relevance to Human Rights (HR) Yes
Relevance to Health Impacts (H) Yes
Relevance to Social Economic Impacts (SE) Yes
Who will be affected by this policy?
Council employees, Council service users
Who will be/has been involved in the consultation process?
Chief Officers
Please outline any particular need/barriers which equality groups may have in
relation to this policy list evidence you are using to support this and whether
there is any negative impact on particular groups.
Needs Evidence Impact
Age
Cross Cutting
We need to take into
account how
spending decisions
may cross cut. We
will therefore always
check potential
Equality and other
issues can and do
combine and cross
cut protected
characteristics. Our
approach to
We will ensure that
all relevant spending
proposals are
informed by
evidence and take
into account all the
Appendix 2
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relevance to any and
all of the protected
groups above,
depending on
proposals in
question. We need to
have regard to the
cumulative effect of
proposals and
decisions.
Implementation of
AI and Automation
should be informed
by the relevant
EHRC guidance from
2022 The Council
has a commitment to
supporting digital
inclusion
supporting change
and improvements,
will proactively take
into account
accessibility and
usability of systems
and their interaction
for users. This is
especially important
for disabled people.
Specific
implementations can
be impact assessed
by services
relevant areas
covered by our
approach to impact
assessment and
Positive
Disability
The council has a
anticipatory duty to
to ensure that
services are
accessible to
disabled people. We
also have a duty to
ensure that
reasonable
adjustments are
carried out for
disabled employees.
The Council has a
duty to make
reasonable
adjustments for
employees
Our approach to
supporting change
and improvements,
will proactively take
into account
accessibility and
usability of systems
and their interaction
for users. This is
especially important
for disabled people,
including employees.
Positive
Social & Economic
Impact
The Council has a
duty to obtain best
value. The Council
must keep in mind
the Fairer Scotland
Duty when making
strategic financial
decisions.
Reducing the costs
associated with
technology. Where
possible the Council
will use social
benefit clauses,
when looking at its
procurement. We
will ensure that
Council Guidance on
Equality and
Procurement is
followed
Positive impact for
Council finances.
Sex
Gender Reassign
Health Health and well
being is priority of
We will take these
considerations into
The approach will be
inline with our
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the Council's
Strategic Plan
account where
relevant
guidance and
evolving best
practice
Human Rights
The Council is a Duty
in terns of the
Human Rights Act. It
is likely that the
UNCRC
incorporation Bill,
will become Law in
Scotland in July
2024
We will take these
considerations into
account where
relevant
The approach will be
inline with our
guidance and
evolving best
practice
Marriage & Civil
Partnership
Pregnancy &
Maternity
Race
Religion and Belief
Sexual Orientation
Actions
Policy has a negative impact on an equality group,but is still to be implemented,
please provide justification for this.
Will the impact of the policy be monitored and reported on an ongoing bases?
Q7 What is you recommendation for this policy?
Please provide a meaningful summary of how you have reached the
recommendation
EIA 867: Our approach to supporting change and improvements, will proactively take
into account accessibility and usability of systems and their interaction for users. This
is especially important for disabled people, but not limited to this protected
characteristics. Where possible the Council will use social benefit clauses, when
looking at its procurement. Where relevant we will impact assess, capital and revenue
spending decisions to support best value, equalities, including the Procurement Duty of
the Public Sector Equality Duty in Scotland, and Fairer Scotland Duty considerations.
Our approach will be inline with the Equality and Human Rights Commissions
guidance in use of AI in the public sector, and proactively consider equality
implications, when supporting change and improvements.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People & Technology
Corporate Services Committee – 7th February 2024
___________________________________________________________________
Subject: Review of Interim Change to Fortnightly Pay Frequency
1. Purpose
1.1 The purpose of this report is to update committee on the review agreed as
part of the interim change to the 2-weekly pay frequency.
2. Recommendations
2.1 Note the findings of the review and agree a permanent cessation of fortnightly
pay.
3. Background
3.1 The Corporate Services Committee approved an interim change to the
fortnightly payrun on 17 August 2022.  This was largely driven by the
significant increase in the volume of work experienced by the Payroll team
since the pandemic as outlined in section 3.3 of the paper.  The volume has
not diminished.  
3.2 Since August, the team also experienced the loss of the Payroll Section Head
who had considerable input into the more complex tasks expected of the
team, for example processing the retrospective pay award received just
before Christmas in 2022 for financial year 2022/23.   Given the scale of the
financial gap, the team has subsequently been restructured, combining payroll
and transactional HR under the one remaining Section Head.  This move aims
to increase resilience by combining the two transactional teams albeit at the
loss of the experienced Section Head, and the subsequent deletion of the
post. 
3.3 The Council will continue reviewing processes across the transactional
services, including system improvements and automation. The payrun review
considered how re-introduction of the fortnightly pay frequency would impact
on the team capacity and the ability to enable further necessary
improvements.
4. Main Issues
4.1 At the time the interim change was agreed, there were 667 employees paid
fortnightly.  Employees were offered the choice of 4 weekly or monthly with
ITEM 10
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the majority opting for the former (516), 54 monthly and 97 leavers since the
change was applied. 
4.2 As a reminder, the benefits of removing the fortnightly pay frequency included: 
• Ability to pay in advance of pay period end date as opposed to 11 days in
arrears;
• Ability to issue payslips earlier as significantly reduced pay administration;
• Better use of the limited capacity within the transactional teams but
especially focused on payroll deliverables;
• Ability to handle the vast range of statutory reporting to partners such as
SPPA, SPFO, HMRC, and 3rd parties such as Credit Unions, etc
timeously;
• Optimal handling of the complex multi tax-year pay awards which have
been common over the past few years;
• Optimal handling of tax year end ensuring ability to meet statutory
deadlines, issue P60s, etc.;
• Optimal handling of new tax year mass update tasks, e.g., tax code uplift,
pay increments, pension contribution rate re-banding, etc.;
• Reduction in errors causing additional work for both the manager and
transactional teams, and greater employee satisfaction; 
• Ability to extend the electronic payslip facility to this group via a personal
email account password protected by their National Insurance number;
and
• Simplified payroll processing calendar with fewer pay cycles. 
4.3 Since the transition of fortnightly paid to either 4-weekly or monthly payrun,
subsequent requests or issues raised have been monitored.  Only 4 additional
requests to move to the monthly cycle were received. 
4.4 The Working4U team have further confirmed the following in respect of future
decisions as to pay frequency: 
• Employees in receipt of Universal Credit (UC) and/or facing budgeting
challenges should consider changing from 4-weekly to monthly.  This
overcomes the issue presented when in receipt of 2 pays in one month
which reduces or even stops UC benefits in that month.   This would occur
3 times a year and would require re-application for UC in each case. 
Detailed information on UC has been communicated to the workforce and
is available here. 
•      Anyone seeking support from W4U and on a 4-weekly pay frequency,
would be advised to change to monthly rather than fortnightly.  This is
mainly due to bills (i.e., rent/mortgage/utilities/Hire Purchase/credit cards
etc.), that are generally due on monthly cycles.  Where difficulties are
being experienced, reverting to a monthly cycle, as available to any
employee, can be more beneficial. In reverting to fortnightly, W4U would
advise setting up two bank accounts – one for bill payments and another
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for living expenses. This would require closer budget management and
ideally access to banking apps to manage. This would be challenging for
those without smart devices, ready access to broadband/wi-fi and limited
digital skill. 
4.5 Experiential feedback was also gathered directly from the Payroll team,
supported by their TU representative, on the volume of additional work that
would be generated by the re-introduction of fortnightly pay. As previously
reported, the team have only just started to stabilise following the spike in
demand during and after pandemic, resourcing challenges presented by
higher than usual turnover including retirement of several experienced
colleagues. Adding this pay frequency back into the workload would require 3
days of a supervisor’s time per pay so 6 days each month (almost 30%) which
is a considerable drain on the small team and would undoubtedly
detrimentally impact other important tasks.   
4.6 The team comprises 2 FTE supervisors and 5 FTE payroll assistants with little
spare capacity given the volume of statutory tasks e.g., processing pay,
returns to pension administrators (SPFO and SPPA), multiple statutory
returns to HMRC, managing Auto Enrolment cycles, and many others.  These
tasks are undertaken for just under 8,500 employees across the Council, our
partners and the Elected Members.  The team also processes election pay as
required.   
4.7 The payroll function, like others across the organisation, must focus on wider
process improvement which is now especially critical to cope with increased
demand, releasing capacity and generating savings for the immediate team
and wider service areas.  These much-needed changes would not be feasible
should fortnightly pay be reintroduced.   
4.8 In short, while there may be a desire from some to include a fortnightly pay in
the council’s offering, given the challenges this poses to benefit recipients, the
difficulty in accommodating the additional workload and concerns about
retention of the team in an ever changing and complex space, it simply is not
feasible to reintroduce this pay frequency.   
5. People Implications 
5.1 Anyone who wishes to move to monthly to avoid impacting Universal Credit
(UC) payments or indeed for budgeting purposes, will be moved at the earliest
opportunity. This offer, extended to all, will also be reiterated in the wider
employee communication including the detailed UC information. 
5.2 In the event that fortnightly pay was reintroduced, those moving back to this
frequency would have a 4 week wait for their next pay as the fortnightly run
was calculated in arrears. This may well create further budgeting challenges
for the employees.   
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6. Financial and Procurement Implications 
6.1 The proposals outlined above are necessary to manage the level of
administration experienced by the transactional teams especially Payroll and
to achieve the various legislative obligations some of which, at the current
time, have had to be extended. Whilst no direct cashable savings are
foreseen, nor is that the intension, it will most definitely deliver time release
savings, failure of which has the potential to result in additional resource being
sought.  This is challenging both in the delivery of the circa 12-month training
programme by the team already struggling with the workload and in light of
the reduction in allocated funding.   
7 Risk Analysis 
7.1 Reverting back to the fortnightly pay risks the Council’s ability to make
accurate and appropriate payments to employees, Elected Members and
partner organisations. Furthermore, statutory payments to a whole range of
agencies may be delayed, inaccurate and causes further problems for
employees in future, e.g., pension records not correct, tax changes not
reported in a timely manner etc. 
8. Equalities Impact Assessment (EIA) 
8.1 A high level Equality Impact Assessment was carried out for the initial
proposal which remains relevant.  This showed that retaining fortnightly pay
disproportionally affected male employees given they formed the larger
percentage, at odds with the overall male/female demographic split. No
complaints were received following the transfer to monthly/4-weekly
frequencies. 
9. Consultation 
9.1 This proposal has been discussed previously with the Trade Unions and the
outcome of the review was shared early November 2023. 
9.2 At time of issue, no formal feedback had been received from either Unison or
Unite.   
9.3 GMB confirmed that they conducted a survey of those formerly on fortnightly
pay and received responses from only 153 (26%).  Of these, 112 (73%)
indicated their desire to revert to fortnightly pay.   In the context of the broader
workforce, the 112 respondents represent just 1% of the total workforce
serviced by payroll. Given the significant risk associated with reintroducing a
fortnightly pay, it is prudent to consider the wider implications.   
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10. Strategic Assessment 
10.1 The proposals set out within this report will assist the Council to deliver
against its strategic priority “to deliver efficient and effective frontline services
that improve the everyday lives of residents”, by contributing to the supporting
outcome of being a “continuously improving Council delivering best value”. 
Victoria Rogers 
Chief Officer People & Technology 
Date: 24 January 2024 
Person to contact:  Arun Menon, Business Support Manager, 
Church St, Dumbarton.  
Tel: 07772593317  
Email: arun.menon@west-dunbarton.gov.uk 
Appendix: EIA # 817 
Background Papers: None 
Wards Affected:  None
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AssessmentNo 817 Owner amenon
Resource Transformation Service/Establishment People and Technology
First Name Surname Job title
Head Officer Arun Menon Business Support Manager
(include job titles/organisation)
Members Arun Menon Stella Kinloch
(Please note: the word 'policy' is used as shorthand for stategy policy function
or financial decision)
Policy Title Make permanent the interim Change to Pay Frequency
The aim, objective,purpose and intended out come of policy
Following a review, make permanent the interim change to the 2-weekly payrun
which was implemented in August 2022. The details of this were provided in EIA #
513.
Service/Partners/Stakeholders/service users involved in the development
and/or implementation of policy.
Joint Trade Unions and relevant members of the Corporate Services Committee
Does the proposals involve the procurement of any goods or
services? No
If yes please confirm that you have contacted our
procurement services to discuss your requirements. No
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal
opportunities (A) or foster good relations (F) Yes
Relevance to Human Rights (HR) No
Relevance to Health Impacts (H) No
Relevance to Social Economic Impacts (SE) No
Who will be affected by this policy?
A total of 516 staff who used to be on 2-weekly Pay and have since moved to either monthly or 4-
weekly pay are impacted. This will also impact the workload for the small transactional teams but
more specifically the Payroll team due to the presence of this payrun.
Who will be/has been involved in the consultation process?
Joint Trade Unions and HR
Please outline any particular need/barriers which equality groups may have in relation to
this policy list evidence you are using to support this and whether there is any negative
impact on particular groups.
Needs Evidence Impact
Age
Cross Cutting
Disability
Social & Economic
Impact
Sex
Women are more
more likely to be
income deprived
than men
Of the total 516 staff,
69% are females and
31% males. The
overall workforce
Any negative
impacts can be
mitigated by
financial advice via
Appendix
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split by sex is
roughly 75% female
and 25% male so
this group has
disproportionately
more males than we
would expect,
thereby not aligning
with our workforce
demographic.
the Working4U
team. Any staff who
are on 4 weekly pay
and wish to mitigate
impact of UC will be
allowed to move to
the recommended
monthly pay cycle.
Gender Reassign
Health
Human Rights
Marriage & Civil
Partnership
Pregnancy &
Maternity
Race
Religion and Belief
Sexual Orientation
Actions
Policy has a negative impact on an equality group,but is still to be implemented, please
provide justification for this.
Will the impact of the policy be monitored and reported on an ongoing bases?
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the recommendation
EIA 817: From the evidence available to date such as feedback with evidence from JTUs, as well as
lack of complaints and/or grievances from staff impacted, there is no evidence of any significant
negative impact.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Resources
Corporate Services Committee: 7 February 2024
___________________________________________________________________
Subject: Write-off of National Non Domestic Rates 2023/2024
1. Purpose
1.1 The purpose of this report is to recommend for approval the write-off of debts
in respect of National Non-Domestic Rates (NNDR), which have been
deemed as irrecoverable during the financial year 2023/2024.
2. Recommendations
2.1 It is recommended that the Committee approve the write-off of NNDR
accounts totalling £219,032.33.
3. Background
3.1 The NNDR is a national rate of non-domestic properties and is determined
each year by the Scottish Parliament. All local authorities collect the rates and
the monies collected are pooled into a national central fund. The Scottish
Government allocates a grant to each authority from this fund through the
Local Government Finance settlement. The Council’s annual billing amount
for NNDR in 2023/24 is £87.6M. In 2022/23 the Council collected 96.34%
3.2  The grant distribution formula used by the Scottish Government has regard to
the amount of NNDR collectable by each local authority. The Council makes
an annual return to the Scottish Government detailing the amounts collected
for each year. Included in this return is a note of any amounts written off as
uncollectable. As such, NNDR collected by a local authority represents a
receipt of grant income. Specific debts deemed uncollectable are written off
and the reduction in NNDR collected locally is compensated for in future grant
settlements.
3.3 Financial Regulation D4 gives the Chief Officer - Resources authority to write-
off individual debts up to £5,000. The Chief Officer - Resources is required to
seek the approval of Members prior to writing off any debt in excess of
£5,000.
3.4 A report is submitted annually to Committee seeking approval for write-off of
irrecoverable debts. The write-offs are not specific to any one year but instead
are the debts which have been deemed irrecoverable during 2023/24.
ITEM 11
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3.5 The table below shows the distribution of the recommended write off over the
years from which the debts were originally raised. Write off can be due to a
number of reasons, for example, a company has ceased trading or a review of
outstanding cases has now deemed that the debt is irrecoverable.
Financial Year Debt Created Value of write-off
2017/2018 £17,289.38
2018/2019 £32,735.64
2019/2020 £26,312,33
2021/2022 £40,251.27
2022/2023 £79,007.40
2023/2024 £23,436.31
Total £219,032.33
3.6 Where a company has ceased trading through liquidation or administration
the Council formally submits a claim to the trustee up to and including the date
of liquidation/administration. At this stage the Council would propose this
amount for write off. In such cases the Council is classed as an unsecured
creditor (i.e. secured creditors are organisations such as HMRC and Banks)
and in these cases it is extremely unlikely that any recovery of the outstanding
monies will be received in full: generally low or nil recovery is the outcome. If
such a recovery was received this would be credited to the rates account and
the write off to this value reversed or reduced.
4. Main Issues
4.1 Debts totalling £219,032.33 are submitted for write off. Non-collection of debts
and request for write off is predominately due to the businesses being
liquidated, dissolved or administration. The following table identifies the
reasons for NNDR write off in more detail.
Reason Alexandria Clydebank Dumbarton Grand Total
Administration £23,436.31 £23,436.31
Dissolved £108,451.04 £108,451.04
Liquidation
Sheriff Officers1 £44,290.47 £42,854.51 £87,144.98
Total £176,177,82 £42,854,51 £219,032.33
The attached appendix provides details of the individual debts involved.
Since all these are limited companies, details and corresponding addresses
have been provided.
1 Sheriff Officer advising all avenues have been exhausted and irrecoverable in collecting the rates
and recommending write-off along with a brief background
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4.2 Although the debts are treated as written off, should any circumstances
change whereby debts can be collected, the Council will pursue them. 
5. People Implications 
5.1 There are no people implications. 
6. Financial and Procurement Implications 
6.1 The NNDR debts written off totalling £219,032.33 will be notified to the
Scottish Government NNDR pool for reimbursement. There are no
Procurement implications. 
7. Risk Analysis 
7.1 The grant distribution formula adopted by the Scottish Government assumes
the Council will collect NNDR liabilities. If sums deemed uncollectable are not
notified to the Scottish Government, this will have an adverse effect on the
Council’s cash flow. Prudent financial accounting practice also requires that
uncollectable debt should be written-off in a timely manner. 
8. Equalities Impact Assessment 
8.1 No significant issues were identified in a screening for potential equality
impact of this measure. 
9. Consultation 
9.1 Consultation has taken place with Legal Services and there are neither any
issues nor concerns with the proposal. 
10. Strategic Assessment 
10.1 The write off of uncollectable NNDR debts forms part of the financial
governance of the Council.  Sound financial practice and budgetary control
are imperative to assist with the governance of the Council and support
officers of the Council in achieving the five strategic priorities. 
Laurence Slavin
Chief Officer - Resources
Date: 8 January 2024 
Person to Contact:  Ryan Chalmers, Section Head  
Church Street, Dumbarton.  
Email: ryan.chalmers@west-dunbarton.gov.uk   
Appendices:   None 
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Background Papers: EIA 
Wards Affected: All Council Wards. 
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Notes:
Administration
Going into Administration under insolvency legislation effectively means a company is being taken under the management of a
court appointed administrator – who must be a licensed insolvency practitioner - appointed by the courts, creditors, or company
directors, where they are required to act in the best interest of the insolvent company.
Dissolved
Where a limited company has been dissolved or struck off it legally closes and is removed from the Register at Companies House
where there are reasonable grounds to believe that no business is being carried on. Dissolution officially ends a business owner’s
continued responsibility for taxes, debts and other commitments.
Liquidation
The process of Liquidation is when a company is either at or near to the end of its life and the remaining assets need to be
liquidated for distribution to creditors and shareholders. The role of the liquidator is to maximise the realisation of assets of the
company. Once the assets have been realised and if sufficient cash has accumulated then the job of the Liquidator is agree all
creditors’ claims and to pay dividends accordingly.
Sheriff Officers
When the Council has exhausted our in-house arrears procedures the debt is passed to our Sheriff Officers for collection. The
Sheriff Officers will attempt to collect the debt using a variety of approaches and solutions which are appropriate to each individual
case. In certain cases the Sheriff Officer will submit to the Council a write-off pro forma, advising all avenues have been exhausted
and irrecoverable in collecting the rates and recommending write-off along with a brief background.
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Appendix 1 – Details of Debt Write-off
2017/2018 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37026208151836 Hydro Grp Ltd
Unit 1 Block 11, Vale of Leven Ind
Estate, Dumbarton, G82 3PL £9,235.23
Sheriff Officers -
Irrecoverable
37098659121833 Mosspark Ltd
The Cabin Inn, 474 Dumbarton
Road, Clydebank, G81 4DN £8,054.15 Dissolved
Total £17,289.38 
2018/2019 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37026208151933 Hydro Grp Ltd
Unit 1 Block 11, Vale of Leven Ind
Estate, Dumbarton, G82 3PL £18,084.00
Sheriff Officers -
Irrecoverable
37035878091934 Lynx Gifting Ltd
50 Sylvania Way, Clydebank, G81
2TL £6,783.71 Dissolved
37098659131934 TW Cabin Inn Ltd
The Cabin Inn, 474 Dumbarton
Road, Clydebank, G81 4DN £7,867.93 Dissolved
Total £32,735.64 
2019/2020 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37026208152038 Hydro Grp Ltd
Unit 1 Block 11, Vale of Leven Ind
Estate, Dumbarton, G82 3PL £15,535.28
Sheriff Officers -
Irrecoverable
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37035878092030 Lynx Gifting Ltd
50 Sylvania Way, Clydebank, G81
2TL £10,777.05 Dissolved
Total £26,312.33 
2021/2022 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37035193212235 Amazing Cardz Ltd
3 Sylvania Way, Clydebank, G81
2RR £12,947.07 Sheriff Officers - Dissolved
37116029042237 ESI Carbon Trading Limited
Suite 2-14, 1 Aurora Avenue,
Clydebank, G81 1BF £5,313.00 Sheriff Officers - Dissolved
37123025012236
North Avenue Boxing
Academy CIC
11 North Avenue, Clydebank
Business Park, Clydebank, G81
2QP £5,821.20 Dissolved
37123297012238 Designer Homes (6) Ltd
Main Area, 41 Sylvania Way South,
Clydebank, G81 1EA £16,170.00 Sheriff Officers - Dissolved
Total £40,251.27 
2022/2023 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37035193232331 Derorationshub Limited
3 Sylvania Way, Clydebank, G81
2RR £14,379.75 Dissolved
37035320102330 Candylicious CB Ltd
51 Sylvania Way, Clydebank, G81
2RR £9,596.26 Dissolved
37035347162334 Homegiftsx Ltd
55 Sylvania Way, Clydebank, G81
2RR £15,064.50 Dissolved
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37038176062338 JMJM Management Limited
Glenhead Tavern, 44 Dumbarton
Road, Hardgate, G81 6HD £18,221.48 Dissolved
37039210172335 The Clyde Glasgow Ltd
The Duntiglennan, 68 Dumbarton
Road, Duntocher, G81 6DN £5,968.77 Dissolved
37123025012333
North Avenue Boxing
Academy CIC
11 North Avenue, Clydebank
Business Park, Clydebank, G81
2QP £5,916.24 Dissolved
37123297012335 Designer Homes (6) Ltd
Main Area, 41 Sylvania Way South,
Clydebank, G81 1EA £9,860.40 Sheriff Officers - Dissolved
Total £79,007.40 
2023/2024 Specific Write-Off List
Reference
Number Name Address
Balance
for Write-
Off Reason
37036106022432 Clydebank Cinema 2 Limited
23 Britannia Way, Clydebank, G81
2RZ £8,186.75 Administration
37099337042430 Wilko Retail Ltd
117A Sylvania Way, Clydebank,
G81 2RR £15,249.56 Administration
Total £23,436.31
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WEST DUNBARTONSHIRE COUNCIL
Report by the Chief Officer - Resources 
Corporate Services Committee – 07 February 2024
___________________________________________________________________
Subject: Corporate Services Budgetary Control Report to 31 October 2023 
(Period 07)
1. Purpose
1.1 The purpose of this report is to advise the Committee on the performance of
the Corporate Services budget for the period to 31 October 2024.
2. Recommendations
2.1 Members are asked to:
i) note that the revenue account currently shows a projected annual
favourable variance of £0.017m (0.05% of the total budget) and
ii) note that the capital account is showing a projected in-year underspend
of £2.097m (0.43% of in-year budget). Explanations for projected
variances to the 19 current projects are detailed in Appendices 6 and 7.
The project life projection is currently showing a projected overspend of
£0.002m (0.02% of project life budget).
3. Background
3.1 Revenue Budget
At the meeting of West Dunbartonshire Council on 1 March 2023, Members
agreed the revenue estimates for 2023/24.
A total net budget of £34.850m was approved for services under the remit for
Corporate Services at that time.
Since the budget changes to the value of -£0.782m have occurred, the details
of these are as follows:
Description £m
Budget Agreed March 2023 34.850
PAT Testing budget moved from P&T to Education -0.014
CCF - Allocation of Commercialisation saving target 0.056
Transfer of vacancy underspends to miscellaneous -0.828
Adjustment to SIP Trucking movements 0.004
34.068
ITEM 12
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3.2 Capital Budget 
At the meeting of Council on 1 March 2023, Members also agreed the
updated 10 year General Services Capital Plan for 2023/2024 to 2031/32. 
The three years from 2023/24 to 2025/26 have been approved in detail with
the remaining 7 years being indicative at this stage. The total project life
budget approved for projects that have either commenced or are due to
commence in that period total for Corporate Services is £7.299m. 
4. Main Issues 
Revenue Budget 
4.1 The summary report at Appendix 1 identifies a projected annual favourable
variance (underspend) of £0.017m (0.05% of the total budget). Detailed
service reports are attached as Appendix 2.          
4.2 There are six projected annual variances in excess of £0.050m. Notes on
these variances are highlighted and noted within Appendix 3, with additional
information on action being taken to minimise or mitigate overspends where
possible. 
4.3  Although the report indicates that expenditure is favourable in comparison to
that anticipated during the budget exercise, the present variance should be
viewed in the knowledge that there are a number of variable factors which
could arise between now and 31 March 2024 and which could affect the year
end results. 
Capital Budget
4.4 Appendices 5 to 7 highlight 8 projects showing an in-year variance and 10
projects on target. The overall Corporate Services programme summary
report at Appendix 5 shows that there is a projected £0.558m (7.6%) of the
total programmed budget) to be re-phased in future years. 
There is one significant variance within the Capital Budget, this is: 
Project Budget 23-24
(£m)
Forecast 23-24 Variance
Heritage Capital
Fund
0.814 0.256 0.558 
See Appendices 6 and 7 for more details. 
5. People Implications 
5.1 There are no people implications. 
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6. Financial and Procurement Implications 
6.1 Other than the financial position noted above, there are no financial or
procurement implications from this budgetary control report. 
7. Risk Analysis
7.1 The main financial risks to the ongoing financial position relate to unforeseen
costs being identified between now and the end of the financial year. This can
affect all service areas 
8. Equalities Impact Assessment (EIA) 
8.1 No equalities impact assessment was required in relation to this report. 
9. Consultation 
9.1 All services involved in delivering the revenue and capital budgets have been
consulted in the compilation of this report. 
10. Strategic Assessment 
10.1 Proper budgetary control and sound financial practice are cornerstones
of good governance and support Council and officers to pursue the 5
strategic priorities of the Council’s Strategic Plan. This report forms part
of the financial governance of the Council.   
__________________
Laurence Slavin
Chief Officer Resources 
Date:  18 January 2024 
________________________________________________________________
Person to Contact: Adrian Gray, Finance Business Partner 
Council Offices, 16 Church Street, Dumbarton  
Telephone: (01389) 737838  
E-mail: adrian.gray@west-dunbarton.gov.uk 
Appendices: Appendix 1 - Revenue Budgetary Control 2023/24
– Summary Report 
Appendix 2 -  Revenue Budgetary Control 2023/24
– Service Reports
Appendix 3 - Analysis of Revenue Variances over 
£50,000 
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Appendix 4 -  Monitoring of Savings Options 
Appendix 5 -  Overall Capital Programme Summary 
Financials 
Appendix 6 -  Capital Programme – Red Status
Appendix 7 - Capital Programme – Green Status 
Background Papers: 
Ledger output – Period 07  
General Services Revenue Estimates 2023/24 – Council 1
March 2023  
General Services Capital Strategy 2023/24 to 2032/33 -
Council 1 March 2023  
Wards Affected           All Wards 
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WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES SUMMARY
PERIOD END DATE 31 October 2023
Total Budget
2023/24
Spend to Date
2023/24
Forecast
Spend
Annual
RAG
Status
£000 £000 £000 £000 %
Audit 68 (66) 70 2 3% 
Finance 1,291 816 1,374 83 6% 
Rent Rebates & Allowances (341) 2,310 (256) 85 25% 
Revenues & Benefits 2,233 1,401 2,236 3 0% 
Finance Service Centre 323 173 330 8 2% 
Cost of Collection of Rates 17 0 36 19 116% 
Cost of Collection of Council Tax (798) (177) (823) (25) -3% 
Central Admin Support 2,786 1,504 2,781 (5) 0% 
Procurement 156 321 155 (1) 0% 
Democratic and Registration Service 779 400 777 (2) 0% 
Environmental Health 744 417 732 (12) -2% 
Licensing (149) (183) (190) (41) -27% 
Legal Services/Trading Standards 740 472 727 (13) -2% 
Planning 687 27 428 (259) -38% 
Transactional Services 810 472 814 4 0% 
Strategic People and Change 2,034 1,107 2,079 45 2% 
Information Services 4,631 3,396 4,529 (102) -2% 
Communications & Marketing 259 102 260 1 1% 
Citizen Services 1,308 834 1,339 31 2% 
Performance & Strategy 236 114 225 (11) -4% 
Clydebank Town Hall 340 134 273 (67) -20% 
Office Accomodation 1,231 273 1,280 49 4% 
Libraries 1,814 962 1,833 19 1% 
Arts and Heritage 301 173 315 14 5% 
Catering Services 4,635 2,740 4,683 48 1% 
Building Cleaning 1,785 1,042 1,818 33 2% 
Building Cleaning PPP (218) (165) (205) 14 -6% 
Facilities Assistants 2,307 1,191 2,287 (20) -1% 
Facilities Management 556 302 572 17 3% 
Leisure Management 3,459 3,158 3,534 75 2% 
Events 48 37 37 (11) -22% 
34,068 23,287 34,051 (17) -0.05% 
APPENDIX 1
Service / Subjective Summary Variance 2023/24
Total Net Expenditure
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status 
£000  £000  £000  £000 %
Employee 29,880 15,784 30,116 236 1% 
Property 2,255 885 2,327 71 3% 
Transport and Plant 154 49 148 (5) (3%) 
Supplies, Services and Admin 5,632 3,557 5,670 38 1% 
Payments to Other Bodies 6,035 4,325 6,188 153 3% 
Other 36,747 19,714 36,829 82 0% 
Gross Expenditure 80,702 44,313 81,278 575 1% 
Income (46,634) (21,026) (47,226) (592) (1%) 
Net Expenditure 34,068 23,287 34,051 (17) (0%) 
£000 £000 £000 £000 %
Employee 370 202 370 0 0% 
Property 0 0% 
Transport and Plant 0 0 1 1 0% 
Supplies, Services and Admin 2 2 2 0 0% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 372 204 373 1 0% 
Income (303) (270) (303) 0 0% 
Net Expenditure 68 (66) 70 2 3% 
£000 £000 £000 £000 %
Employee 1,514 867 1,603 90 6% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 65 10 65 0 0% 
Payments to Other Bodies 2 2 2 0 0% 
Other 0 0% 
Gross Expenditure 1,581 879 1,670 90 6% 
Income (289) (63) (296) (7) (2%) 
Net Expenditure 1,291 816 1,374 83 6% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 0 0% 
Payments to Other Bodies 0 0% 
Other 36,747 19,717 36,832 85 0% 
Gross Expenditure 36,747 19,717 36,832 85 0% 
Income (37,088) (17,407) (37,088) (0) (0%) 
Net Expenditure (341) 2,310 (256) 85 (25%) 
£000 £000 £000 £000 %
Employee 1,935 1,043 1,934 (1) (0%) 
Property 0 0% 
Transport and Plant 2 1 2 0 0% 
Supplies, Services and Admin 31 12 29 (2) (6%) 
Payments to Other Bodies 895 635 909 14 2% 
Other 0 0% 
Gross Expenditure 2,862 1,691 2,874 12 0% 
Income (629) (290) (638) (9) (1%) 
Net Expenditure 2,233 1,401 2,236 3 0% 
Service Summary Variance 2023/24
All Services
Audit
Finance
Rent Rebates & Allowances
Revenues & Benefits
Page 48

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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 283 157 292 9 3% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 39 16 38 (1) (4%) 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 323 173 330 8 2% 
Income 0 0 0 0 0% 
Net Expenditure 323 173 330 8 2% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 3 0 3 1 20% 
Payments to Other Bodies 100 0 118 19 19% 
Other 0 0% 
Gross Expenditure 102 0 121 19 19% 
Income (85) 0 (85) 0 0% 
Net Expenditure 17 0 36 19 116% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 64 29 64 (0) (0%) 
Payments to Other Bodies 30 16 30 0 1% 
Other 0 0% 
Gross Expenditure 94 45 94 0 0% 
Income (892) (222) (917) (25) (3%) 
Net Expenditure (798) (177) (823) (25) 3% 
£000 £000 £000 £000 %
Employee 581 321 580 (1) (0%) 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 2 0 2 0 0% 
Payments to Other Bodies 73 0 73 0 0% 
Other 0 0% 
Gross Expenditure 656 321 655 (1) (0%) 
Income (500) 0 (500) 0 0% 
Net Expenditure 156 321 155 (1) (0%) 
£000 £000 £000 £000 %
Employee 890 464 889 (1) (0%) 
Property 0 0% 
Transport and Plant 1 0 1 (0) (23%) 
Supplies, Services and Admin 9 6 11 2 17% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 900 470 901 1 0% 
Income (121) (70) (124) (3) (2%) 
Net Expenditure 779 400 777 (2) (0%) 
Cost of Collection of Rates
Cost of Collection of Council Tax
Procurement
Finance Service Centre
Democratic and Registration Service
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Page 50

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 2,727 1,430 2,727 0 0% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 11 8 13 2 18% 
Payments to Other Bodies 69 69 69 0 0% 
Other 0 0% 
Gross Expenditure 2,807 1,507 2,809 2 0% 
Income (21) (3) (28) (7) (33%) 
Net Expenditure 2,786 1,504 2,781 (5) (0%) 
£000 £000 £000 £000 %
Employee 1,010 531 983 (27) (3%) 
Property 6 2 4 (2) (33%) 
Transport and Plant 11 5 10 (1) (9%) 
Supplies, Services and Admin 22 10 18 (4) (18%) 
Payments to Other Bodies 71 35 71 0 1% 
Other 0 0% 
Gross Expenditure 1,119 583 1,086 (33) (3%) 
Income (375) (166) (354) 21 6% 
Net Expenditure 744 417 732 (12) (2%) 
£000 £000 £000 £000 %
Employee 302 162 301 (1) (0%) 
Property 0 0% 
Transport and Plant 1 0 1 0 0% 
Supplies, Services and Admin 7 5 8 1 14% 
Payments to Other Bodies 8 0 0 (8) (100%) 
Other 0 0% 
Gross Expenditure 318 167 310 (8) (2%) 
Income (467) (350) (500) (33) (7%) 
Net Expenditure (149) (183) (190) (41) 27% 
£000 £000 £000 £000 %
Employee 910 467 910 (0) (0%) 
Property 0 0% 
Transport and Plant 3 1 3 0 0% 
Supplies, Services and Admin 15 32 39 24 153% 
Payments to Other Bodies 2 0 1 (1) (50%) 
Other 0 0% 
Gross Expenditure 931 500 953 22 2% 
Income (191) (28) (226) (35) (18%) 
Net Expenditure 740 472 727 (13) (2%) 
£000 £000 £000 £000 %
Employee 1,150 564 1,150 0 0% 
Property 0 0 0 0 0% 
Transport and Plant 2 1 1 (1) (50%) 
Supplies, Services and Admin 20 57 67 47 235% 
Payments to Other Bodies 130 5 130 0 0% 
Other 0 0% 
Gross Expenditure 1,302 627 1,348 46 4% 
Income (615) (600) (920) (305) (50%) 
Net Expenditure 687 27 428 (259) (38%) 
Central Admin Support
Environmental Health
Legal Services/Trading Standards
Licensing
Planning
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 885 475 884 (1) (0%) 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 5 1 5 0 9% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 889 476 889 (0) (0%) 
Income (79) (4) (75) 4 5% 
Net Expenditure 810 472 814 4 0% 
£000 £000 £000 £000 %
Employee 1,816 986 1,881 65 4% 
Property 0 0% 
Transport and Plant 1 1 1 0 0% 
Supplies, Services and Admin 5 3 4 (1) (20%) 
Payments to Other Bodies 262 157 301 39 15% 
Other 0 0% 
Gross Expenditure 2,084 1,147 2,187 103 5% 
Income (50) (40) (108) (58) (116%) 
Net Expenditure 2,034 1,107 2,079 45 2% 
£000 £000 £000 £000 %
Employee 2,135 1,090 2,134 (1) (0%) 
Property 0 0% 
Transport and Plant 2 1 3 1 50% 
Supplies, Services and Admin 2,968 2,401 2,899 (69) (2%) 
Payments to Other Bodies 3 0 3 0 0% 
Other 0 (3) (3) 0 0% 
Gross Expenditure 5,107 3,489 5,036 (71) (1%) 
Income (476) (93) (507) (31) (7%) 
Net Expenditure 4,631 3,396 4,529 (102) (2%) 
£000 £000 £000 £000 %
Employee 273 114 269 (4) (1%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 9 4 10 1 9% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 282                118                279                (3) (1%) 
Income (23) (16) (19) 5 20% 
Net Expenditure 259                102                260                1 1% 
£000  £000  £000 £000 %
Employee 1,477 837 1,522 46 3% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 (0) (50%) 
Supplies, Services and Admin 37 13 38 2 5% 
Payments to Other Bodies 0 0 0 0 42% 
Other 0 0 0 0 0% 
Gross Expenditure 1,514             850                1,561             47 3% 
Income (206) (16) (222) (16) (8%) 
Net Expenditure 1,308             834                1,339             31 2% 
Communications & Marketing
Citizen Services
Transactional Services
Strategic People and Change
Information Services
Page 51

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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000  £000  £000 £000 %
Employee 221 117 220 (1) (0%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 1 0 1 0 0% 
Payments to Other Bodies 14 3 14 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 236                120                235                (1) (0%) 
Income 0 (6) (10) (10) 0% 
Net Expenditure 236                114                225                (11) (4%) 
£000 £000 £000 £000 %
Employee 130 67 129 (1) (1%) 
Property 299 152 238 (61) (20%) 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 48 16 48 0 0% 
Payments to Other Bodies 0 0 2 2 0% 
Other 0 0 0 0 0% 
Gross Expenditure 476 234 416 (60) (13%) 
Income (136) (100) (143) (7) (5%) 
Net Expenditure 340 134 273 (67) (20%) 
£000 £000 £000 £000 %
Employee 146 55 149 2 1% 
Property 1,330 297 1,377 47 4% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 49 13 49 0 0% 
Payments to Other Bodies 20 0 20 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 1,545 365 1,594 49 3% 
Income (314) (92) (314) 0 0% 
Net Expenditure 1,231 273 1,280 49 4% 
£000 £000 £000 £000 %
Employee 1,290 717 1,363 72 6% 
Property 297 187 289 (8) (3%) 
Transport and Plant 15 6 15 0 0% 
Supplies, Services and Admin 249 123 249 0 0% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 1,851 1,034 1,916 65 3% 
Income (38) (72) (83) (46) (121%) 
Net Expenditure 1,814 962 1,833 19 1% 
£000 £000 £000 £000 %
Employee 322 153 317 (5) (1%) 
Property 3 10 12 9 275% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 34 15 34 0 0% 
Payments to Other Bodies 18 8 22 4 21% 
Other 0 0 0 0 0% 
Gross Expenditure 377 185 385 8 2% 
Income (76) (12) (70) 6 8% 
Net Expenditure 301 173 315 14 5% 
Performance & Strategy
Office Accomodation
Clydebank Town Hall
Libraries
Arts and Heritage
Page 52

Page 53

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 3,894 2,036 3,894 (0) (0%) 
Property 71 50 99 28 40% 
Transport and Plant 110 29 103 (7) (6%) 
Supplies, Services and Admin 1,841 698 1,859 18 1% 
Payments to Other Bodies 29 29 37 9 31% 
Other 0 0 0 0 0% 
Gross Expenditure 5,944 2,842 5,992 48 1% 
Income (1,309) (102) (1,309) (0) (0%) 
Net Expenditure 4,635 2,740 4,683 48 1% 
£000 £000 £000 £000 %
Employee 1,917 974 1,917 0 0% 
Property 165 122 200 35 21% 
Transport and Plant 2 0 2 0 0% 
Supplies, Services and Admin 21 10 25 4 20% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,105 1,107 2,144 39 2% 
Income (320) (65) (326) (6) (2%) 
Net Expenditure 1,785 1,042 1,818 33 2% 
£000 £000 £000 £000 %
Employee 807 430 806 (1) (0%) 
Property 42 33 60 18 44% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 10 0 6 (4) (41%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 859 463 872 14 2% 
Income (1,077) (628) (1,077) (0) (0%) 
Net Expenditure (218) (165) (205) 14 (6%) 
£000 £000 £000 £000 %
Employee 2,329 1,225 2,327 (2) (0%) 
Property 42 32 47 5 11% 
Transport and Plant 0 0 1 0 11% 
Supplies, Services and Admin 13 2 12 (1) (7%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,385 1,261 2,387 2 0% 
Income (78) (69) (100) (22) (28%) 
Net Expenditure 2,307 1,191 2,287 (20) (1%) 
£000 £000 £000 £000 %
Employee 571 299 566 (5) (1%) 
Property 0 0 0 0 0% 
Transport and Plant 2 2 4 2 102% 
Supplies, Services and Admin 3 0 2 (1) (23%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 576 302 572 (3) (1%) 
Income (20) 0 0 20 100% 
Net Expenditure 556 302 572 17 3% 
Building Cleaning PPP
Facilities Assistants
Facilities Management
Building Cleaning
Catering Services
Page 53

Page 54

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 October 2023
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 0 0 0 0 0% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 0 0 0 0 0% 
Payments to Other Bodies 4,217 3,281 4,299 82 2% 
Other 0 0 0 0 0% 
Gross Expenditure 4,217 3,281 4,299 82 2% 
Income (758) (123) (765) (7) (1%) 
Net Expenditure 3,459 3,158 3,534 75 2% 
£000 £000 £000 £000 %
Employee 0 0 0 0 0% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 51 70 70 19 38% 
Payments to Other Bodies 93 86 86 (7) (8%) 
Other 0 0 0 0 0% 
Gross Expenditure 144 156 156 12 8% 
Income (96) (119) (119) (22) (23%) 
Net Expenditure 48 37 37 (11) (22%) 
Leisure Management
Events
Page 54

Page 55

WEST DUNBARTONSHIRE COUNCIL APPENDIX 3
REVENUE BUDGETARY CONTROL 2023/24
ANALYSIS FOR VARIANCES OVER £50,000
PERIOD END DATE
Total Budget Annual Spend RAG Status
£000 £000 £000 %
Finance 1,291 1,374 83 6% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Rent Rebates & Allowances (341) (256) 85 -25% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Planning 687 428 (259) -38% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Information Services 4,631 4,529 (102) -2% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Clydebank Town Hall 340 273 (67) -20% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
The service provided by this area deals with Accountancy, Capital, Treasury, Reconciliations,
Cash Office and Municipal Bank
Main reason for adverse variance is full turnover savings are not being achieved.
None available at this time.
Adverse variance is anticipated
31 October 2023
Budget Details
Variance Analysis
Variance
Payment of Rent Rebates and other Allowances
Reduction in overpayment (OP) recoveries is due to DWP recovering some HB OP’s against
Universal Credit, subject to the OP reason. Previously the Council would have received 40%
subsidy in OP’s with the ability to recover 100% of the OP, therefore a potential to receive up
to 140% of the OP value. This change means we receive 100% subsidy of the OP therefore
a reduction from the potential 140% that could have been recovered.
None available at this time.
Adverse variance is anticipated
This service area provides general ICT support to the Council and also supports
transformational change and modernisation of working practices through technology
Main reason for the favourable variance is additional telephone costs are being offset by
recharge income to recover these from other services. In addition centralised printing and
leasing costs for copiers are anticipated to overspend during the year.
None at this moment
Favourable variance overall is anticipated
The service provides civic accommodation and facilities within Clydebank
The main reason for the favourable variance is reduced expenditure on property costs
(principally gas and non-domestic rates). There has also been an increase in projected
income.
None necessary.
Favourable variable anticipated.
The main reason for the favourable variance is that income is higher than budgeted. The
additional income predicted is an in-year benefit only as a result of one-off additional fees.
None required
A favourable variance is anticipated.
This Service provides Building & Planning services
Page 55

Page 56

WEST DUNBARTONSHIRE COUNCIL APPENDIX 3
REVENUE BUDGETARY CONTROL 2023/24
ANALYSIS FOR VARIANCES OVER £50,000
PERIOD END DATE
Total Budget Annual Spend RAG Status
£000 £000 £000 %
31 October 2023
Budget Details
Variance Analysis
Variance
Leisure Management 3,459 3,534 75 2% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Payment to West Dunbartonshire Leisure Trust for leisure services
The management fee to WDLT has been higher because of delays in the reduction in
community facilities provision. In addition budgeted contribution from Education towards
overall management fee overstated.
None at the moment.
Adverse variance is anticipated.
Page 56

Page 57

WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £  Comment
1 Income from Animal Feed Inspections RR01 A Douglas                          14,000 14,000                      -                                    
2 Remove additional EHO posts Budget RR02 A Douglas                        105,000 105,000                    -                                    
3
Remove a vacant section head post within Regularity and
Regeneration Services RR05 A Douglas 70,000                         70,000                      -                                    
4 Removal Of Residual Budget  for Trainee RR06 A Douglas                            8,000 8,000                         -                                    
5 Revert Trading Standards Officer Post to Authorised Officer RR07 A Douglas                          13,000 13,000                      -                                    
6 Charging for Pre application advice RR09 A Douglas                          10,000 10,000                      -                                    
7 Value of Works for Building Warrants  RR10 A Douglas                            5,000 5,000                         -                                    
8 Remove One Enforcement Officer Post RR11 A Douglas                          26,000 26,000                      -                                    
9
Reduce support provided to local businesses and organisations
including  a reduction in officers within the Council's economic
development team RR12 A Douglas 169,000                       169,000                    -                                    
10 End affiliations to some external organisations RR14 A Douglas                            3,000 3,000                         -                                    
11 Remove a vacant Trading Standards Authorised Officer post RR14 A Douglas 42,000                         42,000                      -                                    
12 Labour increase in turnover target LAB ITEM L Slavin 250,000                       250,000                    -                                    
13
Reduce the size of the Council's Audit & Fraud team by
removing 1.8TE of vacancies rising to 2.8 in future years RES01 L Slavin 75,000                         75,000                      -                                    
14 Clydebank Property Company RES02 L Slavin                          30,000 30,000                      -                                    
15
Remove voluntary grant funding provided to West
Dunbartonshire Community & Volunteering Services and
reduce funding provided to the Clydebank Asbestos Group by
25% RES04 L Slavin 17,000                         17,000                      -                                    
16 Reduce Reconciliation Team RES07 L Slavin                          75,000 75,000                      -                                    
17 Close Municipal Bank RES08 L Slavin                          40,000 21,764                      18,236                             
Additional one off costs incurred in the closure of the bank.  The
unachieved amount of saving will be funded from the Smoothing
Fund for 2023/24.  However, it is anticipated that the full saving
will be achieved in future years.
18
Increase the  Council’s annual turnover savings target from
£2.698m to £3.410m RES09 L Slavin 712,000                       712,000                    -                                    
19
Reduce the size of the Council's Insurance Management team
from four officers to three. RES10 L Slavin 50,000                         50,000                      -                                    
20
Reduce manual processing by automating the generation of
debtor and creditor invoices RES11 L Slavin 25,000                         25,000                      -                                    
21 Central Admin Support Printing RES12 L Slavin                          12,500 12,500                      -                                    
22 Education Lets RES13 L Slavin                          12,500 12,500                      -                                    
23 100% Electronic Payments RES14 L Slavin                            2,000 2,000                         -                                    
24 Remove TeamMate RES15 L Slavin                            8,000 8,000                         -                                    
25 Remove discretionary element of long term empty properties  RES17 L Slavin                          52,000 52,000                      -                                    
26 Sales, Fees and Charges 10% Increase RES19 L Slavin                        394,000 394,000                    -                                    
STATUS: COMPLETE
Page 57

Page 58

WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £  Comment
27
Reduce the size of the Council's Automation team from three
to two in 2023/24 and by a further one in 2024/25 RES21 L Slavin 37,500                         37,500                      -                                    
28 Right size the Building Insurance Income budget RES23 L Slavin 80,000                         80,000                      -                                    
29
Right size the Strathclyde Passenger Transport and Valuation
Joint Board Budgets RES24 L Slavin 77,000                         77,000                      -                                    
30
Remove the Provost Hospitality Fund  which is used for
hospitality for provost hosted events  and for commemorating
special events within the community RES05 L Slavin 9,000                           9,000                         -                                    
31 Review of Capital Programme  RES06 L Slavin                         295,000 295,000                    -                                    
32 Reduction in Colour Printing PT03 V Rogers                          12,000 12,000                      -                                    
33 Remove surplus budget in People & Change team PT04 V Rogers 29,000                         29,000                      -                                    
34 Reduction in ICT Management PT06 V Rogers 50,000                         50,000                      -                                    
35 Reduction in ICT Support PT07 V Rogers 82,000                         82,000                      -                                    
35                    2,891,500                  2,873,264                                18,236
1
Reduce accountancy provision by removing one vacant post
and transferring 70% of a post to work charged to the HRA RES22 L Slavin 73,000                         73,000                      -                                    
1 TOTAL IN PROGRESS                        515,000                      515,000                                         -  
36                    3,406,500                  3,388,264                                18,236
TOTAL COMPLETE
STATUS: IN PROGRESS
TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS
Page 58

Page 59

WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME
OVERALL PROGRAMME SUMMARY
PERIOD END DATE
PERIOD 7
Spend to Date Spend to
Date
£000 £000
Red
8 44.4% 2,398 52.5% 8 44.4% (111) -29.2%
Amber
0 0.0% 0 0.0% 0 0.0% 0 0.0%
Green
10 55.6% 2,172 47.5% 10 55.6% 489 129.2%
18 100% 4,570 100% 18 100% 379 100%
Budget Spend to
Date
Forecast
Spend
Forecast
Variance Budget Spend to
Date
Forecast
Spend
Actual
Variance Re-profiling Over/ (Under)
£000 £000 £000 £000 £000 £000 £000 £000 £000 £000
2,962 2,398 2,966 4 906 (111) 348 (557) (557) 0
0 0 0 0 0 0 0 0 0 0
4,337 2,172 4,331 (5) 2,412 489 2,412 0 0 0
7,299 4,570 7,297 (2) 3,318 379 2,760 (557) (557) 0
Projects are on target both in relation to overall budget and the forecast
stages in the project life cycle and no issues are anticipated at this time
31 October 2023
Project Status Analysis
Project Life Status Analysis Current Year Project Status Analysis
Number of Projects
at RAG Status
% Projects at
RAG Status
% Project
Spend at
RAG Status
Number of
Projects at RAG
Status
% Projects at
RAG Status
% Project
Spend at
RAG Status
Red
Projects are forecast to be overspent and/or experience material delay
to completion
Amber
Projects are either at risk of being overspent and/or delay in completion
(although this is unquantifiable at present) or the project has any issues
that require to be reported at this time
Green
TOTAL EXPENDITURE
Project Status Analysis
Project Life Financials Current Year Financials
Red
Projects are either at risk of being overspent and/or delay in completion
(although this is unquantifiable at present) or the project has any issues
that require to be reported at this time
Green
Projects are on target both in relation to overall budget and the forecast
stages in the project life cycle and no issues are anticipated at this time
TOTAL EXPENDITURE
Projects are forecast to be overspent and/or significant delay to
completion
Amber
Page 59

Page 60

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF RED PROJECTS
PERIOD END DATE
PERIOD 7
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 16 6 35% 16 (0) -2%
Current Year Financials 2 2 119% 2 0 19%
Project Description
Project Manager Russell Hewton
Chief Officer Russell Hewton
Project Lifecycle 31-Mar-23 31-Mar-24
2
Project Life Financials 10 10 99% 10 (0) -1%
Current Year Financials 0 0 0% 10 10 13594%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-24 31-Mar-24
3
Project Life Financials 50 51 101% 51 1 1%
Current Year Financials 7 0 0% 8 1 10%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 31-Mar-24
4
Project Life Financials 40 40 100% 40 (0) 0%
Current Year Financials 35 0 0% 35 0 0%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 30-Sep-23 30-Nov-23
5
Project Life Financials 5 5 100% 5 0 0%
Current Year Financials 5 0 0% 5 0 0%
Project Description
Project Manager Jackie Nicol Thomson
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 31-Mar-24
Mitigating Action
None available at this time.
Anticipated Outcome
Completion of project by 31 March 2024
IFRS 16 Database
This is a system which will ensure that WDC has the correct level of information and adheres to correct reporting of IFRS16 -
Leasing.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
IFRS16 has been postponed and is due for implementation this financial year. It is anticipated that full spend will be incurred by 31 March 2024.
Anticipated Outcome
Enhancements to the cash receipting system including PCI compliant telephone payment system.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Budget has been reprofiled to Financial Year 2023-2024. Version 2 of the upgrade was completed Jan 2023. Call Secure Module went Live in October 2023.
Mitigating Action
None required at this time.
Mitigating Action
None required at this time.
Anticipated Outcome
Upgraded Electronic Insurance System.
Enhancements to Cash Receipting System
To enhance the cash receipting system in the way payments are made and allocated to back office by increasing the level
of security that is required for online payments made by customers
Electronic Insurance System
Acquisition of a claims/incident management system supported by an electronic document management system.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
The overspend is due to inflationary costs.
Main Issues / Reason for Variance
The module is now live
Mitigating Action
None required at this time.
Anticipated Outcome
Upgraded version with PCI compliant telephone payment system.
None available at this time.
Anticipated Outcome
Requisition of ICT Equipment.
Payment Card Industry Data Security Standard (PCIDSS)
Module would ensure that WDC were compliant with the current requirements of PCIDSS for card payments without the
need for numerous costly workarounds
Planned End Date Forecast End Date
Requisition ICT Equipment.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Replacement of laptops, monitors and other ICT equipment. No further spend anticipated.
Mitigating Action
31 October 2023
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment
Page 60

Page 61

WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF RED PROJECTS
PERIOD END DATE
PERIOD 7
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 October 2023
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment6
Project Life Financials 33 33 100% 33 0 0%
Current Year Financials 33 0 0% 33 0 0%
Project Description
Project Manager Alan Douglas
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
7
Project Life Financials 2,749 2,203 80% 2,762 13 0%
Current Year Financials 814 (113) -14% 255 (558) -69%
Project Description
Project Manager Sarah Christie/Michelle Lynn
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-23 30-Sep-24
8
Project Life Financials 60 50 83% 50 (10) -17%
Current Year Financials 10 0 0% 0 (10) -100%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Oct-22 31-Mar-24
Main Issues / Reason for Variance
Project completed.
Mitigating Action
None available at this time.
Anticipated Outcome
Technical aspect of the project is complete and WDC assisting with user testing. Delayed but on budget.
Internet of Things Asset Tracking
Asset Tracking.
Planned End Date Forecast End Date
Anticipated Outcome
Project to be delivered within amended budget and within revised timescale.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
The commencement of the new museum space in Clydebank was delayed due to water ingress but this is now addressed with work set to begin. The project is
anticipated to complete in autumn 2024.
Mitigating Action
None available at this time.
Heritage Capital Fund
Heritage Capital Fund.
Main Issues / Reason for Variance
Budget has been rephased from 2022/23. Project was originally delayed due to COVID19 restrictions and a decision was made to resume project once Microsoft 365 was
implemented. It is anticipated that the project will complete by 31 March 2024.
Mitigating Action
None available at this time.
Anticipated Outcome
Project will be delivered on budget
Legal Case Management System
Legal Case Management System
Planned End Date Forecast End Date
Page 61

Page 62

WEST DUNBARTONSHIRE COUNCIL APPENDIX 7
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF GREEN PROJECTS
PERIOD END DATE
PERIOD 7
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 30 30 100% 30 0 0%
Current Year Financials 23 3 15% 23 0 0%
Project Description
Project Manager Adrian Gray
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-27 31-Mar-27
2
Project Life Financials 1,000 500 50% 1,000 0 0%
Current Year Financials 250 55 22% 250 0 0%
Project Description
Project Manager Adrian Gray
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-26 31-Mar-26
3
Project Life Financials 53 48 90% 48 (5) -10%
Current Year Financials 7 0 0% 7 0 0%
Project Description
Project Manager Alan Douglas
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
4
Project Life Financials 30 20 67% 30 0 0%
Current Year Financials 10 0 0% 10 0 0%
Project Description
Project Manager Pamela Clifford
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
5
Project Life Financials 155 155 100% 155 0 0%
Current Year Financials 10 0 0% 10 0 0%
Project Description
Project Manager Pamela Clifford
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
31 October 2023
Budget Details
Project Life Financials
Spend to Date Variance
Agresso development
The purpose of this project is to carry out an upgrade of the Agresso Finance System which was last upgraded in 2015. The
requirement to upgrade is to maintain a level of support available from Unit 4 who have advised that support for older
versions of the system is being reduced.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Work to significantly reduce the database size to facilitate a system upgrade has now been completed. Upgrade work can now commence, ICT currently building required
servers in preparation for new version to be installed, configured and tested.
Mitigating Action
None required
Anticipated Outcome
Anticipate completion of upgrade during 23-24 financial year.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
No variances currently anticipated.
Mitigating Action
None required at this time.
Cost of Living
To support Council and community organisations with capital costs for cost of living initiatives.
Anticipated Outcome
Project will be delivered on time and on budget
Mitigating Action
None required at this time.
Anticipated Outcome
Solicitor support for Capital Projects, with full budget spend anticipated.
Re -imagine Antonine Wall  
Council's capital contribution towards the multi-partner (five local authorities and Historic Environment Scotland)
Rediscovering the Antonine Wall project which is also funded by the Heritage Lottery Fund.
Solicitor Project Support for Capital Projects
Solicitor costs to directly support capital projects
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Trainee solicitor in place. Budget will be fully spent.
Anticipated Outcome
Anticipate full budget spend.
Demolition 215 Main Street Alexandria
Demolition of 215 Main Street Alexandria.
Planned End Date Forecast End Date
Planned End Date Forecast End Date
Main Issues / Reason for Variance
This goes into the overall Antonine Project budget - 5 Councils and Historic Environment Scotland - Expected spent by March 2024
Mitigating Action
No action required
Main Issues / Reason for Variance
This outstanding money is being sought through the recharging order and through debtors.
Mitigating Action
No action required at this time in the hands of Legal
Anticipated Outcome
Continue to pursue repayment
Page 62

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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF GREEN PROJECTS
PERIOD END DATE
PERIOD 7
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 October 2023
Budget Details
Project Life Financials
Spend to Date Variance
Agresso development6
Project Life Financials 421 421 100% 421 (0) 0%
Current Year Financials 116 0 0% 116 0 0%
Project Description
Project Manager David Main
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-24 31-Mar-24
7
Project Life Financials 892 205 23% 892 0 0%
Current Year Financials 892 205 23% 892 0 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-24 31-Mar-24
8
Project Life Financials 873 202 23% 873 0 0%
Current Year Financials 873 202 23% 873 0 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-24 31-Mar-24
9
Project Life Financials 503 503 100% 503 0 0%
Current Year Financials 185 24 13% 185 (0) 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 30-Sep-23 30-Sep-23
10
Project Life Financials 379 88 23% 379 (0) 0%
Current Year Financials 46 0 0% 46 0 0%
Project Description
Project Manager Arun Menon
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-30 31-Mar-30
Transformation of Infrastructure Libraries and Museums
To improve performance and efficiency of Council's Libraries and Cultural Services.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Awaiting outcome of Council decisions on library colocations before commencing with final spend of capital investment.
Mitigating Action
None required.
Anticipated Outcome
Projects delivered on budget
ICT Modernisation
This budget is to facilitate ICT infrastructure and modernise working practices.
Anticipated Outcome
projects delivered on time and on budget
Planned End Date Forecast End Date
Main Issues / Reason for Variance
All PC's and laptops have now been replaced across Corporate/Education estate. Chromebook replacements are at checking/inventory stage and scoping requirements.
Mobile phone replacement under review. Anticipating full budget spend.
Mitigating Action
none required
ICT Security & DR
The project is for the enhancement of security systems, server replacement and the update of corporate applications to
ensure compliance with 15/16 PSN requirements, to enhance the disaster recovery capabilities of WDC.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Due to delays on SWAN2 contract some of this capital budget is required for installations costs and is to be carried to 24/25 budget, will be clarified further at contract
sign off. Wireless access project installation complete and awaiting final installation costs from DLO. Technology replacement project ongoing with proof of concepts
nearing completion and procurement strategy at committee stage, In addition indentyifng volume and costs to replace WYSE terminals. Infrastructure hardware
replacement estimated £100k spend and  Security & Compliance remediation estimated £70k
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Budget spend for planned Sharepoint discovery and implementation alongside One Drive for Business.  Further external consultancy required for 365 Tenancy
configuration and to ensure Security of 365 environment.
Mitigating Action
none required
Mitigating Action
none required
Anticipated Outcome
projects delivered on time and on budget
365 Implementation
Project services to delivery Microsoft 365 Implementation including 3rd party supplier, training, technical consultancy etc.
Main Issues / Reason for Variance
Work continues on developments resulting in some spend in the current year.
Mitigating Action
none required
Anticipated Outcome
Work continues on developments resulting in some spend in the current year.
Anticipated Outcome
projects delivered on time and on budget
Development of Workforce Management System
Project to develop the Workforce Management System.
Planned End Date Forecast End Date
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Resources
Corporate Services Committee: 1 February 2024
Subject: Grant Application to Dumbarton Common Good
1. Purpose of Report
1.1 The purpose of this report is to provide Members with details of one grant
application to Dumbarton Common Good for consideration.
2. Recommendations
2.1 The Committee is asked to approve a one-off grant payment of £592.00. The
grant to Dalreoch United Free Church (Women’s Fellowship) is to cover the
cost of replacing various items of equipment considered to be at the end of
their useful life which are used during the group’s weekly meetings.
3. Background
3.1 Dumbarton Common Good Fund grants are administered by the West
Dunbartonshire Council and are reported to the Committee as and when
applications are received.
3.2 The value of fund as at 31 March 2023 was £624,896 as per draft final
accounts.
4. Main Issues
Grant Applications to Dumbarton Common Good
4.1 Appendix A summarises the aims of the group, contains additional information
regarding the items to be replaced and advises on the group’s current
financial position. Committee is asked to approve the grant application of
£592.00.
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
ITEM 13
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7.1 It is recommended that members agree to the one-off grant funding of
£592.00 to Dalreoch Free Church (Women’s Fellowship). 
8. Risk Analysis 
8.1 The Council must consider financial and reputational risks when considering
grant applications.  The financial risk is not only that the Council and Common
Good Fund remain within budget, but also that the organisations funded by
the Council and the Common Good Fund are both viable in the long term and
comply with the Conditions of Grant which cover issues such as
discrimination, health and safety, insurance, etc. 
9. Equalities Impact Assessment (EIA) 
9.1 No equalities impact assessment was required in relation to this report. 
10. Environmental Sustainability 
10.1 No assessment of environmental sustainability was required in relation to this
report. 
11. Consultation 
11.1 Legal and Financial Officers have been consulted in preparing this report. 
11.2 All organisations are consulted regarding recommendations of grant prior to
the report being submitted to Committee. 
12. Strategic Assessment 
12.1 Proper budgetary control and sound financial practice are cornerstones of
good governance and support Council and officers to pursue the 5 strategic
priorities of the Councils Strategic Plan. 
Laurence Slavin
Chief Officer, Resources 
Date: 01 Feb 2024
___________________________________________________________________
Person to Contact:  Adrian Gray, Finance Business Partner,
Church Street, Dumbarton,  
Email: adrian.gray@west-dunbarton.gov.uk 
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Appendices Appendix A: Details of Grant Application 
Background Papers:  Grant application summary information 
Individual group grant applications 
Wards Affected: Ward 3
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Appendix 1 
Dumbarton Common Good Fund
for consideration by Corporate Services Committee on 1st February 2024
(2023/2024) 
Organisation Purpose of organisation Purpose of grant  Grant Requested and
Officer Recommendation
Dalreoch
United Free
Church
(Women’s
Fellowship)
Provide Women in the local area
with a safe, friendly and warm
environment.  Here we will provide
companionship for those who may
be lonely, anxious or needing
support. 
 Funding to cover the costs of a programme of
activities including board games, knitting/crafts,
bowls exercises, line dancing/baking and providing
“a cuppa”. The funding would be used to replace or
renew items which are utilised by the group
including 
 Urn
 Kettles and teapots
 Buffalo soup kettle
 New board games 
 Craft materials. 
These items are considered ‘end of life‘ and in need of
replacement. Some of the requested resources may be
utilised by other church and community organisations. E.g.
Beavers, Scouts, Carpet Bowls group.
Grant request: £645 
Officer Recommendation:
Agree £592.00 
Sum recommended is a
pro-rata value of the
requested sum based on
advice from the group
that 11 or their 12
members are Dumbarton
based. 
Number of
members 
How often does it meet Bank Balance and
Accounts Balance 
12 service
users (1 not
Dumbarton)
Weekly  31/12/2022 Accounts balance
£73,559.11 
Bank Balance as at 31/12/22:
£1,354.27 
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