SUPPLEMENTARY DOCUMENT PACK (Corporate Services Committee 07 02 24) BOOKMARKED
West Dunbartonshire Council · 7 February 2024
Back to Corporate Services Committee — 7 February 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Supplementary 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 ITEMS TO FOLLOW I refer to the agenda for the above Meeting of the Corporate Services Committee which was issued on 25 January 2024 and now enclose for your attention copies of the documents relating to the undernoted items of business which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Note referred to:- 6 MINUTES OF JOINT CONSULTATIVE FORUM 71 – 74 Submit for information and where necessary ratification, the Minutes of Meeting of the Joint Consultative Forum held on 14 December 2023. 8/ Page 69
Page 2
8 WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS 75 – 97 PLAN 2024/25 Submit report by the Chief Education Officer providing an update on the West Dunbartonshire Leisure Trust Business Plan for 2024/25. 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: 1 February 2024 Page 70
Page 3
JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in Council Chambers, Clydebank Town Hall, 5 Hall Street, Clydebank on Thursday, 14 December 2023 at 2.00 p.m. Present: Councillors David McBride, Michelle McGinty and Martin Rooney; James Halfpenny (EIS); Paul Carey and David Scott (GMB); Claire MacKenzie (SSTA); Susan Shannon and David Smith (UNISON); and Margaret Wood (Unite). Attending: Victoria Rogers, Chief Officer – People and Technology; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Andrew Brown, Senior Education Officer – Policy, Performance & Resources; Claire Cusick, Senior Education Officer; John Duffy, People, Quality and Governance Lead; Gillian Gall, Head of Human Resources, West Dunbartonshire Health & Social Care Partnership (HSCP); Alison McBride, Strategic People and Change Manager; Michael McDougall, Principal Solicitor; and Scott Kelly, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Daniel Lennie, Karen Murray Conaghan and Hazel Sorrell; Shirley Furie and John Wagner (GMB); Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Laura Mason, Chief Education Officer; Laurence Slavin, Chief Officer – Resources; Sylvia Chatfield, Head of Service for Mental Health, Addictions and Learning Disabilities, HSCP; and Fiona Taylor, Head of Health and Community Care, HSCP. Mr David Smith in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. ITEM 6 Page 71
Page 4
MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Joint Consultative Forum held on 7 September 2023 were submitted and approved as a correct record, subject to David Smith (UNISON) being removed from the list of those who had been in attendance at the meeting and who had voted in relation to the item under the heading ‘Annual Monitoring Report 2022/23 – Employment Equalities’. EQUAL PAY AUDIT 2023/24 A report was submitted by the Chief Officer – People & Technology providing an update on the findings and actions following the Council’s triennial Equal Pay Audit for the period 2023/24 After discussion and having heard the Chief Officer and the People, Quality and Governance Lead in further explanation and in answer to Members’ questions, the Forum agreed to note the contents of the report and the associated action plan. TRADES UNION ISSUES ‘Job Profiles’ (item requested by Joint Trades Union) It was noted that Mrs Wood, Unite, had provided the undernoted statement in advance of the meeting in relation to the above issue. “Changing job profile without employees being aware, managers misrepresenting the duties at job evaluation panel too force Learning Assistants to administer medication i.e. intermittent catheterisation, peg feeding etc. Raised with Education and at conveners meeting.” Following discussion and having heard Mrs Wood in further explanation, and officers in response, the Forum agreed:- (1) to note that it was Education officers’ understanding that the correct procedures in relation to job evaluation had been followed in the past but that they would ensure that relevant employee(s) would be invited to attend future job evaluation (to be determined by the analysts); (2) to note that a working group had been established in order that Education officers and trades union representatives could discuss the resourcing and training of employees who would carry out tasks including the administering of medication to children; and (3) to note that if any employees considered that they may benefit from re- attending any training in this regard then this would gladly be accommodated. Page 72
Page 5
‘HS1s’ (item requested by Unite) It was noted that Mrs Wood, Unite, had provided the undernoted statement in advance of the meeting in relation to the above issue. “HS1’s not being completed within Education other employees being disciplined for not completing no consistency. Raised consistently with Education and Conveners.” Following discussion and having heard Mrs Wood in further explanation, and officers in response, the Forum agreed:- (1) to note that HS1 forms could be completed by employees, but ideally in conjunction with their managers; and (2) to note that a pilot project in relation to HS1 processes, using Google Forms, would be taking place in Education in the near future and that it would be reviewed following its conclusion. ‘HSCP Failing to Adhere to WDC Change Policies’ (item requested by UNISON)/ ‘HSCP Issues with Consulting with Trade Unions’ (item requested by UNISON) It was noted that Mr Smith, UNISON, had provided the undernoted statements in advance of the meeting in relation to the above issues. “WD JTU have recently brought to JCF the HSCP for a similar issue, during this meeting HSCP gave assurances that they would follow the correct procedure for local government workforce which is the Change management process and supporting organisational change documentation. “It was our expectation that after this meeting that the HSCP would move to follow this process, this did not happen, HSCP continued to utilise the 4 D approach to service re-design. WD JTU has raised this as an issue at the Convener meeting for community care and we have also discussed this at the HSCP’s JSF.” “WD JTU had been aware for some time that a document was produced detailing information about the care at home re-design. WDC policies and procedures would dictate that TU’s would be involved with this, we were not. Repeatedly at various meetings WD JTU had asked for this information to be shared with us, including the data behind it. When agreement was reached to share it came to the trade unions only a few days before a meeting was arranged to discuss said document. We are confused as to why this is the case. Issues raised at meetings.” Following discussion and having heard Mr Smith in further explanation, and the Head of Human Resources, HSCP, in response, the Forum agreed:- (1) to note that a consultation process had recently taken place in relation to the review of the Integration Joint Board; Page 73
Page 6
(2) to note that it was necessary for West Dunbartonshire Council terms, conditions and policies to be applied to Council employees. VALEDICTORY – MARGARET WOOD (UNITE) Having heard Mr Smith, Chair, it was noted that this would be the final meeting of the Forum which Mrs Wood would attend as she was ending her time as both the UNITE Convenor and a trade union representative. Mr Smith, on behalf of the Forum, expressed his thanks to Mrs Wood and wished her well for the future, stating that her standing down would be a big loss to the Joint Trades Union. The Chief Officer – People and Technology echoed these sentiments. The meeting closed at 3.45 p.m. Page 74
Page 7
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Education Corporate Services Committee: 7 February 2024 ___________________________________________________________________ Subject: West Dunbartonshire Leisure Trust Business Plan 2024/25 1. Purpose 1.1 The purpose of this report is to update members on the West Dunbartonshire Leisure Trust Business Plan for 2024/25. 2. Recommendations 2.1 It is recommended the Committee: • approves the report and the 2024/25 West Dunbartonshire Leisure Trust Business Plan; • agrees that the WDLT management fee set out in this report is included in the Council’s 2024/25 revenue budget considerations for the March budget-setting meeting 3. Background 3.1 West Dunbartonshire Leisure Trust (the Trust) is a company limited by guarantee with charitable status. In addition to being regulated by the Companies Act (2006), the company is also subject to the charities regulator in Scotland, OSCR (Office of the Scottish Charity Regulator). 3.2 West Dunbartonshire Leisure Trust was incorporated as a company in December 2011 and started trading on 5th April 2012. 3.3 There are nine members of the company who serve as trustees comprising of three (3) West Dunbartonshire Councillors (Partner Trustees), an Employee Representative Trustee and five (5) Independent Trustees. The board of Trustees (who are also directors of West Dunbartonshire Leisure Trust for the purposes of company law) has control of the company subject to providing and operating the services in accordance with the Legal Agreement reached with West Dunbartonshire Council and provides strategic direction to the General Manager and his Management Team. 3.4 West Dunbartonshire Leisure Trust is responsible for the strategic and operational management of West Dunbartonshire Council’s Sport and Leisure Facilities, Community Facilities, Sports Development, Active Schools, Outdoor Recreation facilities and for event delivery on behalf of the Council. 3.5 In order to ensure that the Council meets its obligations to provide adequate provision of facilities for the residents of the area for recreational, sporting, cultural and social activities in terms of Section 14 of the Local Government ITEM 8 Page 75
Page 8
and Planning (Scotland) Act 1982, there is a Services Agreement in place between the Council and the Leisure Trust. The Trust is paid a management fee for delivery of the services through an annual funding commitment. 3.6 The Services Agreement states that the Leisure Trust should bring a draft Business Plan forward for the coming financial year that illustrates the resources which WDLT intends to use to deliver its services. It should also include information on the expected expenditure required to provide those services, and the amount of funding required from the Council in the form of the management fee. This report and the accompanying Business Plan (Appendix 1) fulfils this requirement. 3.7 This report is presented to Committee on behalf of WDLT by the Chief Officer for Education who is the senior officer responsible for monitoring WDLT activity on behalf of the Council. 3.8 The 2023/24 Management fee was £4,699,721 and incorporated an extension of a £200,000 one-off saving to the Council as part of the use of reserves. 4. Main Issues 4.1 At the Council budget setting meeting on 20 December, as part of a suite of required savings to offset a financial gap of approximately £17million, it was agreed to reduce the management fee provided by the Council to the Leisure Trust by 20%, a reduction of £939,940. 4.2 A number of budget savings have been implemented within the accounts where possible to achieve the current anticipated budget expenditure including savings from the recently completed Active Schools and Sports Development restructure; the anticipated staff cost savings from the Community Facilities Review; and the decision to re-let Floor 1 at Clydebank Leisure Centre. Additional Income has also been built into the budget based on service charge increases; however, the Trust is still required to provide another one-off use of £621,288 of reserves to close the budget gap. 4.3 The use of reserves will result in a break even position for 2024/25 Projected Trust costs 2024/25 £ Operating and Expenditure Costs -8,468,858 Total Projected Costs -8,468,858 Projected Trust income Draft Management Fee 3,658,373 Income (Customer Receipts) 3,907,270 Income (3rd Party Funding & Misc) 281,927 Total Projected Income 7,847,570 Gap 621,288 4.4 The Leisure Trust proposes to deliver the following in the coming year as per the Business Plan at Appendix 1: Page 76
Page 9
4.5 Sport & Leisure The strategic and operational management of the Council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre 4.6 Community Services The strategic and operational management of the council’s Community Facilities (5); Theatre; Grass Pitches (16); Synthetic Pitches (3); Bowling Greens (2) Tennis Courts (3); and the new Athletics Track in Posties Park, Dumbarton. 4.8 Sports Development Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park the Trust will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. 4.9 Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. We will continue to work closely with the Council’s Education department to investigate how best we can increase pupil physical activity participation. 4.10 Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Loch Lomond Highland Games; the Scottish Pipe Band Championships; and Firework Display. In addition to delivering outdoor events for the Council, we will also manage and deliver the Run Loch Lomond 10k & 5k Road Races.. 4.11 Key Performance Indicators To allow the Council monitor Trust service delivery during the year a number of Key Performance Indicators are set and reported on. The agreed suite for the 2024/25 Business Plan is included in Appendix 1. 5. People Implications 5.1 There are no direct people implications for the Council arising from this report 6. Financial and Procurement Implications 6.1 As outlined in this report and the Business Plan, the Trust’s proposed service delivery would allow for a management fee from the Council to the Leisure Trust of £3,658,373 in 2024/25. Page 77
Page 10
6.2 If agreed the WDLT management fee set out in this report will be included in the Council’s 2024/25 revenue budget considerations in March. 6.3 There are no procurement implications from this report 7. Risk Analysis 7.1 There is a risk that the Trust may not achieve the income levels that have been targeted. If that is the case then the Trust could allocate further funds from reserves up to a limit to mitigate issues in the first instance. If it goes beyond this then a further report could be brought to Council in 2024/25. 8. Equalities Impact Assessment (EIA) 8.1 An EIA was undertaken on the 2024/25 Business Plan. This identified the Plan would have a positive impact and benefits to the local area. The Business Plan has a stated commitment to equality and inclusion. Participation is lower for some groups, women, disabled people and BAME People, so explicit note of the centrality of equalities can help inform planning and practice. WDLT will continue to prioritise this in the coming year and beyond. 9. Consultation 9.1 Consultation on this report has taken place with WDLT management, Finance, Procurement, Legal and Assets. 10. Strategic Assessment 10.1 This report supports the following Strategic Plan objectives: • Efficient and effective frontline services that improve the everyday lives of residents Laura Mason Chief Officer – Education 7 February 2024 ________________________________________________________________ Person to Contact: Laura Mason, Chief Officer - Education Email: laura.mason@west-dunbarton.gov.uk Appendices: Appendix 1: WDLT Business Plan 2024/25 Appendix 2: EIA for the WDLT Business Plan 2024/25 Background Papers: None Wards Affected: All Page 78
Page 11
BUSINESS PLAN 2024-2025 “Inspiring Active & Healthier Communities” Appendix 1 Page 79
Page 12
Contents Page(s) Message from the General Manager 3 Introduction 4 Trust Activity 4 Staffing 5 Financial Budget 2024/25 6 Five Year Strategic Plan & Annual Delivery Plan 7 Key Performance Indicators 8 – 11 Accessibility Statement 12 Page 80
Page 13
Message from the General Manager 2023/24 continued to be a challenging year, continuing to recover the trading performance of the business post pandemic and coping with the extraordinary effects of soaring energy costs and the cost-of-living crisis. I am delighted to report that despite these challenges, we are projecting another successful year with projected increases in attendances across a number of service and activity areas: Active School participation with approximately a 25% increase; Free Swim and Gym holiday initiatives with a 37% increase; Swimming Lesson programme with approximately a 24% increase; Indoor Dryside Activities with approximately a 9% increase; and Overall Usage with approximately a 9% increase. West Dunbartonshire Council (WDC) have already agreed a 20% saving to the WDLT Management Fee and although a number of budget savings have been identified, additional income through increased fees and charges for services is necessary to assist in achieving a balanced budget as is the proposed allocation of £621,288 from reserves. We will continue to operate our popular Access to Leisure concessionary scheme providing around a 35% discount off a number of activities within leisure facilities; provide concessionary rates for eligible groups accessing community facilities; and provide juvenile rates for leisure facilities and outdoor facilities to support those in most need to continue to access facilities and services. Although a balanced budget has been prepared for 2024/25 it is important to note that early discussions for the 2025/26 Management Fee will need to be undertaken as the current £621k gap that reserves will cover for this year will need to be addressed before considering any further management fee reductions moving forward. Through careful financial management, WDLT has managed over the years to generate funds for designating to a range of service improvements as well as a general reserve fund suitable for the cash flow and size of the organisation. However all excess reserves will be utilised in 2024/25. WDLT’s business plan for 2024-25 outlines the activities we will undertake to achieve our mission of “Inspiring Active and Healthier Communities” and is framed around our three strategic objectives: Health & Wellbeing Opportunities for All; a Thriving Not for Profit Charity; and Financial Sustainability. 2024-25 will bring us exciting opportunities including enhanced partnership working with Education; the Health & Social Care Partnership; and sportscotland through the development of a Sport, Physical Activity & Health Strategic Working Group to ensure as an authority we plan collaboratively to deliver shared priorities for the residents of West Dunbartonshire. There is no doubt that West Dunbartonshire Leisure is in a good position to manage and overcome these challenges thanks to the support of our employees, customers, Board of Directors and West Dunbartonshire Council. John Anderson General Manager Page 81
Page 14
Introduction WDLT is a company limited by guarantee with charitable status and was incorporated in December 2011 and started trading in April 2012. WDLT is responsible for the strategic and operational management of the council’s Sport and Leisure Facilities; Community Facilities; Outdoor Pitches & Bowling Greens (transferred to WDLT 3 April 2017); Sports Development; Active Schools; and the delivery of the Council’s major Outdoor Events. This Business Plan outlines the activity planned in the coming year and the financial budget required to deliver these services in 2024/25. This includes the level of Management Fee from WDC. Trust Activity WDLT proposes to deliver the following on behalf of the Council in 2024/25: Sport & Leisure The strategic and operational management of the Council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. Community Services The strategic and operational management of the Council’s Community Facilities (5); Theatre; Grass Pitches (16); Synthetic Pitches (3); Bowling Greens (2) Tennis Courts (3); and the new Athletics Track in Posties Park, Dumbarton. Sports Development Our Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park we will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. We will continue to work closely with the Council’s Education department to investigate how best we can increase pupil physical activity participation Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Loch Lomond Highland Games; the Scottish Pipe Band Championships; and a Firework Display. In addition to delivering outdoor events for the Council, we also manage and deliver the Run Loch Lomond 10k & 5k Road Races. Page 82
Page 15
Staffing To deliver the vast array of services/programmes (145.77 FTE) employees (excluding casual workers/coaches/instructors) are required to be utilised by WDLT. The tables below provide a breakdown of the FTE for each service area Business Development (13.66 FTE) Leisure Services (78.89 FTE) Designation FTE Designation FTE General Manager 1 Senior Leisure Trust Officer 1 Business Development Coordinator 0.6 Leisure Facility Officer 1 Development Officer 1.86 Fitness Officer 2 Customer Services & Support Officer 1 Technical Officer 2 Information & Systems Officer 1 Duty Officer 8.4 Training Officer 1 Leisure Attendant 33.9 Live Active Officer 3 Fitness Attendant 8.83 Clerical Assistants 4.2 Receptionist 11.96 Membership Advisor 0.08 Sport & Physical Activity (26.61 FTE) General Operative 9.72 Designation FTE AS, Sport & Physical Activity Manager 1 Community Services (26.61 FTE) Active Schools Coordinator 6 Designation FTE Sport & Physical Activity Coordinator Aquatics 1 Community Facilities Officer 1 Sport & Physical Activity Coordinator 2.9 Duty Officer 2 Assistant Sport & Physical Activity Officer 1 Facility Assistant 20.9 Assistant Swimming Dev Officer 4 General Operative 2.71 Lead Coach 5.25 Assistant Coach 5.46 Page 83
Page 16
Financial Budget 2024/25 To deliver the programme outlined above, with the resources as listed, WDLT forecasts the following financial requirements, however this position may require to be updated following the council’s completion of the review of Community Facilities: Management Fee The following key adjustments have been applied to the calculation of the 2024/2025 Management Fee: Key Adjustments Base Subsidy (Management Fee 2023/24) £4,669,721 Employee Costs (Additional Pay Award 2023/24) £241,886 Employee Costs Uplift 2024/25 (Estimated at 3%) £156,706 Reduction on Employer Pension Contribution (£500,000) WDC Budget Saving (20%) (£939,940) Draft Management Fee 2024/25 £3,658,373 This would represent a decrease in the management fee from the Council of £1,010,348 (approximately 22%) from 2023/24. Income 2023/24 Budget (£) Proposed 2024/25 Budget (£) Change in Budget (£) Management Fee 4,668,721 3,658,373 -1,010,348 Customer Receipts 2,932,134 3,907,270 975,136 Grant Funding 381,095 281,927 -99,168 Income Total 7,981,950 7,847,570 -134,380 Expenditure 2023/24 Budget (£) Proposed 2024/25 Budget (£) Change in Budget (£) Expenditure Totals 8,290,147 8,468,858 178,711 A number of budget savings have been implemented within the accounts where possible to achieve the current anticipated budget expenditure including savings from the recently completed Active Schools and Sports Development restructure; the anticipated staff cost savings from the Community Facilities Review; and the decision to re-let Floor 1 at Clydebank Leisure Centre. Additional Income has also been built into the budget based on service charge increases; however, the Trust is still required to provide another one- off use of £621,288 of reserves to close the budget gap. It is important to note that early discussions for the 2025/26 Management Fee will need to be undertaken as the current £621k gap that reserves will cover for this year will need to be addressed before considering any further management fee reductions. Page 84
Page 17
Five Year Strategic Plan & Annual Delivery Plan This Strategic Plan sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028). It has been developed to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects and compliment National Strategies and West Dunbartonshire’s Strategic Plan. The following Infographic demonstrates how our Strategic Plan Objectives align with our Company Values and Missions Statement. We are an organisation that aspires to the highest standards in everything we do, and we adopt six core values, which will underpin how we deliver on our three strategic objectives and priorities to achieve our mission. The following table highlights our Strategic Priorities against our Objectives: Objectives: Health & Wellbeing Opportunities for All A Thriving Not For Profit Charity Financial Sustainability Priorities: Facilities Programmes Partnerships People Profile Technology Income Financial Resources Sound Governance Our full Strategic Plan can be accessed here WDLT have also developed a Delivery Plan for 2024/25 identifying the key actions we will undertake to assist achieve the Strategic Priorities within our Strategic Plan. Page 85
Page 18
Key Performance Indicators Following a review of the previous Key Performance Indicators (KPIs) with the Council’s WDLT Partnership Officer, the following KPIs for 2024/25 have been agreed: Strategic Priority – Health & Wellbeing Opportunities for All Performance Indicator 2021/22 Actual 2022/23 Actual 2023/24 Projected 2024/25 Target CC1 Wet Activities (per 10,000) 3,047 3,535 3,794 3,908 CC2 Dry Activities (per 10,000) 3,810 4,981 5,438 5,521 Overall Usage 1,098,121 1,124,745 1,232,834 1,202,450 Individual Participants - All Memberships 10,781 12,236 14,500 15,000 Priority – Programmes Performance Indicator 2021/22 Actual 2022/23 Actual 2023/24 Projected 2024/25 Target % of local population who have been/are active participants in WDLT activities New Indicator New Indicator 22% 24.5% Total No. H&F Members 4,698 5,774 6,000 6,600 No. of Learn to Swim Visits 66,266 93,334 116,490 120,000 No. of Community Sport Programme Visits 33,715 30,654 27,032 28,500 No. of Holiday Activity Visits 6,449 5,827 4,718 4,750* * Reduction over the last two years due to the introduction of free access to holiday activities in 2022/23 via the Cost of Living Fund. Page 86
Page 19
Priority – Partnerships Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Targeted Active Schools Participants - SIMD 1 & 2 588 472 800 1,000 Targeted Active Schools Participants – ASN 1,100 1,061 2,200 2,300 Total Targeted Active Schools Participants 1,038 2,414 3,000 3,300 % of Primary School Roll participating in Active Schools Sessions 8% 19% 33% 40% % of Secondary School Roll participating in Active Schools Sessions 4% 3% 13% 18% % of Total School Roll participating in Active Schools Sessions 6% 11% 24% 29% No. Sports Clubs/Organisations linked to Schools 16 16 18 22 Free access to Holiday Activities New Indicator 10,598 14,522 15,000 Strategic Objective – A Thriving Not For Profit Charity Priority – People Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Number of Workshops / Training Sessions / Courses delivered 448 523 570 600 No. of delivers for Active Schools Sessions New Indicator New Indicator 195 210 Page 87
Page 20
Priority – Profile Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target MobilePro Club Hits New Indicator 849,177 900,000 1,000,000 Social media posts that promotes opportunities; celebrates success and demonstrates impact the Trust delivers New Indicator New Indicator 800 1,000 Priority – Technology Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target MobilePro Users 25,472 31,109 36,000 40,000 % of on-line customer transactions New Indicator New Indicator 15% 20% Strategic Objective – Financial Sustainability Priority – Income Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Income £3,232,720 £3,548,448 £4,004,872 £4,189,197 Income Generated from Gym Use/Memberships £687,372 £1,164,034 £1,545,560 £1,624,000 Income generated from Swimming Activities £435,997 £710,619 £810,000 £884,500 Average Income Generated Per Hour (Community Centres) £17.11 £11.70 £8.39 £16.32 10 Page 88
Page 21
Priority – Financial Resources Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target % Income (Mgt Fee) 56.2% 55.8% 50% 46.6% % Income (Receipts) 43.8% 44.2% 50% 53.4% % of DD Gym Memberships sustained over a 12 Month period or more 80% 85% 85% 87% Expenditure £7,167,863 £8,122,237 £9,185,399 £8,468,858 Cost of Community Centres per Resident (87,790 population) £8.78 £10.54 £11.33 £8.12 Cost per Visit (Mgt Fee) £3.77 £3.98 £3.30 £2.96 Priority – Sound Governance Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Completion of all agreed recommendations following all Internal Audits New Indicator New Indicator 95% 100% Achievement of Unqualified Accounts following the annual external audit Unqualified Accounts Unqualified Accounts Unqualified Accounts Unqualified Accounts 11 Page 89
Page 22
This document is also available in other languages, large print and audio format on request. Arabic Hindi 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 3PU communications@west-dunbarton.gov.uk 12 Page 90
Page 23
West Dunbartonshire Leisure Trust Alexandria Community Centre Main Street Alexandria G83 0NU Tel: 01389 757806 Fax: 01389 751557 Email: leisureservicesadmin@west-dunbarton.gov.uk Website: www.wdleisure.net West Dunbartonshire Leisure is a recognised Scottish Charity: SC 042999; VAT Registered: GB 129 7502; and Company Registered: SC 413707 delivering services on behalf of West Dunbartonshire Council Page 91
Page 24
Page 92
Page 25
Assessment No 882 Owner bkerr Resource Transformation Service/Establishment CCCF First Name Surname Job title Head Officer John Anderson WDLT General Manager (include job titles/organisation) Members Bobby Kerr, Development Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title WDLT Business Plan 2024/25 The aim, objective, purpose and intended outcome of policy To clearly set out the financial and staffing resources required to deliver the key actions and performance indicators throughout 2024/25 Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Strategic Leadership Group. Potentially Convenors and Committee. 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? WDC and WDLT staff, WDLT Service users and potential service users. By providing services on behalf of a public body (WDC) WDLT is a duty bearer in terms of Human Rights Act 1998, and is bound by the Public Sector Equality Duty, detailed in Section 149 of the Equality Act 2010, this means that WDLT must when providing services on behalf of the Council, must have due regard to: A) eliminating discrimination, harassment, victimisation and any other conduct that is prohibited by or under this Act; (b) advancing equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it; (c) fostering good relations between persons who share a relevant protected characteristic and persons who do not share it. Who will be/has been involved in the consultation process? WDC / WDLT Appendix 2 Page 93
Page 26
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 WDLT is covered by The leisure centres Positive, as well as the Public Service Equality Duty. host a range of suitable classes for all ages from preschool football and beginner swimming lessons to 60+ tia chi and aqua aerobics classes. The centres are also well located in each of the main towns within West Dunbartonshire and opened from early morning to late in the evening. ensuring access for all ages for exercise for mental and physical wellbeing, the centres offer vital local access 7 days per week. The impact, specifically for older and young people, is of huge benefit. Cross Cutting WDLT is covered by the Public Service Equality Duty. It is important that all WDLT staff are aware of the PSED and Human Rights Act and what they mean in practice. WDC has an equality outcome on increasing representation of underrepresented groups in participation, ensuring that venues and services are accessible supports this. It also includes offering other forms of exercise such as outdoor classes and community based classes. Where people and communities are members of several disadvantaged groups this can multiply barriers and disadvantage Members of the WDLT have participated in EIA training and processes. Service restart and redesign provides an excellent opportunities to embed Equalities and Human rights approaches for the benefit of staff and service users. New online training resources have been created by WDC and these are shared with WDLT staff Disability WDLT services must be accessible to disabled people, the duty is anticipatory. WDLT also has a duty to make reasonable adjustments for service users and staff. WDLT have adopted a proactive approach in relation to accessibility of services for disabled people, and BSL users. Walkthrough videos have been produced for each of the 3 main leisure centres with audio and subtitles to assist customers. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision. Page 94
Page 27
Disability WDLT services must be accessible to disabled people, the duty is anticipatory. WDLT also has a duty to make reasonable adjustments for service users and staff. WDLT have adopted a proactive approach in relation to accessibility of services for disabled people, and BSL users. Walkthrough videos have been produced for each of the 3 main leisure centres with audio and subtitles to assist customers. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision. Social & Economic Impact For people to participate in sport and physical activity, and all the services W.D.L.T. offer, resources need to be available in the area, and they need to be affordable and accessible. WDLT is a significant Employer in the WD area. WDLT is a significant provider of services. The greatest focus on socio- economic status in sport and physical activity relates to health. Health research links poorer health and wellbeing, including lower levels of physical activity, to lower economic status. There is explicit recognition of the need to have due regard to socioeconomic impacts of strategic decisions This supports the proper execution of this duty by the Council in its relationship with WDLT Sex WDLT is covered by the PSED. In Scotland more men participate in sport than women. More men are members of sports clubs than women, and women often participate in different sports from men. Lower participation by women in sport begins at around 13 to 15 years old Evidence suggest that during lockdown, women have taken on the main burden of home schooling, opportunities for women to participate in physical activity are therefore more important than ever. Providing services in an inclusive manner, will always be of benefit Page 95
Page 28
Gender Reassign WDLT is covered by the PSED. Gender reassignment is a projected characteristic There is extensive and clear guidance from the EHRC on accessible services. Some people who have re assigned or are re assigning their gender can face stigma accessing services. Explicit recognition of the centrality of equality helps support accessible and inclusive service design and provision Health Health considerations cross cut with other protected groups and human rights Mental and physical health are intertwined. Some groups have suffered increased disadvantage during the Covid 19 lockdowns. Explicit recognition of Equality and Human rights as core considerations that cross cut in service design and delivery can improve inclusion. Human Rights WDLT is a Human Rights Duty bearer Considering participation from a Human Rights perspective can help ensure an inclusive approach. Ensuring that everyone can participate supports the exercise of peoples human rights. Marriage & Civil Partnership In terms of needs, this area cross cuts with sex and sexual orientation Tends to cross cut with sex and sexual orientation, in terms of services provision and employment No evidence available of likely differential impact around marriage and civil partnership Pregnancy & Maternity Staying active has health benefits Cross cuts with sex. Explicit recognition of the centrally of equality helps support accessible and inclusive service design and provision Race Staying active has health benefits During lockdown evidence suggests that BAME groups have suffered worse health outcomes, including health outcomes. As noted we have made health and safety for all as a priority Page 96
Page 29
Religion and Belief Staying active has health and mental benefits This can cross cut with sex especially in the area of demand for women only services, therefore access to for example swimming for women only may often meeting needs around sex and religion and belief Providing services in an inclusive manner will always be of benefit Sexual Orientation Staying active has health benefits Data on sports participation in Scotland indicates that lesbian, gay and bisexual participants are not significantly different from heterosexuals in activity levels. However, adults who identified as having an ‘other’ sexual orientation were significantly less likely to meet activity recommendations than the national average. It is important to treat these findings with caution however, due to anticipated under reporting of LGB people who are not ‘out’ within surveys. Providing services in an inclusive manner will always be of benefit Actions Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. None identified Will the impact of the policy be monitored and reported on an ongoing bases? Yes Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation The business plan has a stated commitment to equality and inclusion; participation is lower for some groups, women, disabled people and BAME people so explicit note of the centrality of equalities can help inform planning and practice. Page 97