Document Pack - Special IRED Committee - 4 June 2025
West Dunbartonshire Council · 4 June 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 4 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Special Meeting of Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 4 June 2025 ___________________________________________________________________ Time: 17.00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Email: Nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a Special meeting of the Infrastructure, Regeneration and Economic Development Committee as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor David McBride (Chair) Provost Karen Murray Conaghan Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William Rooney Councillor Gordon Scanlan Councillor Hazel Sorrell Councillor Clare Steel Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Regulatory and Regeneration Chief Officer – Roads and Neighbourhood Chief Officer – Resources Date of Issue: 30 May 2025 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. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 4 JUNE 2025 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 the item of business on this agenda and the reasons for such a declaration. 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 LEASE OF DALMUIR GOLF COURSE, CLUBHOUSE 5 - 10 AND SHOP Submit report by Chief Officer – Resources seeking approval for West Dunbartonshire Council (the Council) to enter into a lease for Dalmuir Golf Course, Clubhouse and Shop (the Course) to Dalmuir Golf Course (SCIO registration pending) (the Group). Page 3
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Special Meeting of Infrastructure Regeneration and Economic Development Committee 4 June 2025 ___________________________________________________________________ Subject: Lease of Dalmuir Golf Course, Clubhouse and Shop 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to enter into a lease for Dalmuir Golf Course, Clubhouse and Shop (the Course) with Dalmuir Golf Course (SCIO registration pending) (the Group). 2. Recommendations 2.1 It is recommended the Committee: (i) Approves lease of the Dalmuir Golf Course, Clubhouse and Shop for a period of 3 years, commencing 1 July 2025, with Dalmuir Golf Course (SCIO registration pending) with 6 month, 1-year and 2-year break clauses. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 On 5 March 2025, as part of savings options put forward to address a £7.7 million funding gap for the 2025/26 budget the Council took a decision to close Dalmuir Golf Course as part of broader cost-saving measures. However the Council motion also stated a commitment to exploring options for either a community asset transfer or lease with the current user groups. 3.2 Dalmuir Golf Course provides accessible golf and green space to the community. Historically operated by the Council, the course has, in recent years, faced mounting challenges including: • Declining Membership: Steady decrease in usage, with membership numbers falling by over 30% between 2021/22 (264 members) and 2024/25 (180 members). • Financial Strain: In 2024/25, the Council subsidised the course by £145,000, equating to £805 per member. Item 5 Page 5
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3.3 The Council agreed the Course would remain open during a transitional period, allowing time to evaluate and implement sustainable solutions that preserve the facility for the current user groups but with an end date of 1 July 2025. 4. Main Issues 4.1 In light of the Council decision on 5 March 2025 to close the Course, a group of users of the Course have come together to progress an application for community management of the Course. 4.2 The Group, although new in its constitution, has evidenced that, within its membership they have considerable voluntary sector and golfing experience, with each member demonstrating commitment to the successful operation of a community-led facility. The Group has been supported in creating its constitution by West Dunbartonshire Council for Voluntary Services and is in the process of securing charitable recognition. 4.3 The decision to pursue this opportunity was taken by the Group after a series of engagements with current users of the facility which evidenced a clear desire to see the course retained to ensure a broad-based community benefit for the people of Clydebank. 4.4 It is proposed a lease be entered into with the Group for the Course for an initial period of 3 years, with 6 month, 1-year and 2-year break clauses. The initial rental will be £1 if asked which will be subject to review after year 1 and year 2. 4.5 The founding members of the Group represent all four anchor clubs of the course. These are Clydebank Overtoun Golf Club, Radnor Park Golf Club, Clydebank Seniors Golf Club and Kilbowie Golf Club who, in total, have around 180 annual memberships and around 5,000 day-visitors to the Course. 4.6 The lease of the Course will include associated buildings which comprises of the clubhouse, shop and the course. The associated buildings will be taken by the Group in the current condition with no warranty provided. An inventory of fixtures and fittings will be provided to the Group prior to commencement of the lease period if approved. 4.7 The Group, following engagement with Council officers and having considered the level of local support following the Council decision, have projected the patterns of usage over the 3-year period of the proposed lease and have projected membership as increasing by a baseline of 10-15% per annum. 4.8 An early action considered by the Group is to reduce the “pay to play” rate on the course from £18 to £12-15 per session. This is following research which suggests this rate to be more competitive when considered alongside private Page 6
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course options across boundary local authorities. Additionally, the Group will look to develop a range of targeted promotions throughout the year and the development of a series of taster-session options to encourage participation by young people and older people. 4.9 It is proposed the Course will continue to operate on both a membership and ‘pay to play’ basis, making the Course accessible to the widest range of users who may not be able to join one of the local less price competitive private clubs. This will also provide a valuable starting ground for golfers of all ages, offering opportunities to learn the game and develop their skills. The recent pledge exercise undertaken by the Group has secured support from several Professional Golf Association (PGA) accredited professionals with relevant training and development experience to drive this forward. 4.10 The Group believe the Course serves as an important gathering point for local residents, attracting people of all ages and backgrounds, and fostering a sense of belonging and ‘ownership’ and by preserving green spaces within this urban setting the Group will be able to continue to provide valuable recreational opportunities and contribute to the overall quality of life in communities. 4.11 The Group acknowledges the historic issue of unauthorised Course access and recognises the need to take forward actions around perimeter security, both to protect the integrity of the Course and ensure income maximisation . They have a plan to divert funding to solve this issue. 4.12 The Group also have plans to expand the sustainability of the Course through increased usage, clubhouse activity and support for related businesses. A pledge exercise has yielded support from a number of experienced individuals who will work with the Group on various initiatives relating to this. 4.13 The Group have worked on an income generation strategy, spanning the initial 3-year lease period. These sources aim to supplement the fees and charges income predicted and include but are not limited to: • A crowdfunding based pledge scheme for individuals and organisations • Course sponsorship options including course holes, season tickets, scorecards etc • Re-introduction of Pro shop and services • An annual fundraising sportspersons dinner • Grant funding to support: o taster sessions o school holiday activities o loneliness and isolation-based initiatives o a youth development programme 4.14 The Group have based their budget for the Course on the basis of the information provided by the Council and the following assumptions: Page 7
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• Promised donations and offers of volunteer assistance made during the pledge exercise are fulfilled • Reduction in utilities spend due to the 5% VAT rate available to charities • Publicity around community management and targeted promotion activity will result in a 10-15% increase in memberships year on year • The Group will look to both operate projects directly and offer to partner with other organisations in local wellbeing project applications. • Pay to play rates will reduce from £18 to £12-£15, in line with market rates. • 3% inflationary increases. 4.15 Due to the unknown position in relation to employees and potential Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) implications the Group provided the Council with 3 options for consideration: • Option 1: Management of Asset alone • Option 2: Management of Asset and Transfer of Full Staff Complement • Option 3: Management of Asset and Transfer of Limited Staff Complement 4.16 Following a staff consultation and legal advice it is likely that none of the four existing staff members will take up the option of a TUPE transfer. This therefore means the lease is progressing based on Option 1. From a review of the financial information, and accepting that the assumptions on future income and expenditures are subject to a degree of risk, the Group will generate a financial surplus in year 1. 5. People Implications 5.1 From the information known at this time, there are no significant people implications other than the resources required by Legal Services and Resources to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a saving of £184,000 in 2025/26 increasing to £268,000 in subsequent years as presented in the saving option agreed by Council on 5 March 2025. 6.2 The Council will no longer incur resources in managing and maintaining the Course, maintenance of associated buildings and equipment, and associated employee costs 6.3 No financial outlays are required by the Council to facilitate this arrangement other than the time and resources from officers in Resources, Regulatory and Regeneration and Roads and Neighbourhood. 6.4 There are no procurement implications arising from this report. Page 8
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7. Risk Analysis 7.1 The lease will be subject to legal due diligence. There is a risk of the lease not proceeding due to any emerging issues during the diligence and leasing process. This is standard for any lease transaction. 7.2 The group have carried out a risk analysis prior to submission of their business case and this has been reviewed by officers. 8. Environmental Sustainability 8.1 The proposed lease arrangement presents an opportunity to enhance the environmental sustainability of the Course by encouraging adoption of more sustainable land management practices. The lessee will be expected to align maintenance operations with biodiversity, carbon reduction goals, supporting the Council’s wider climate and environmental objectives. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regeneration and Regulatory, Roads and Neighbourhood, Legal and People and Technology. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit from savings in relation to operating costs and maintenance. 11.2 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving; o Our Council – Inclusive and Adaptable Laurence Slavin Chief Officer: Resources Date: 30 May 2025 Person to Contact: Michelle Lynn, Asset Manager Email: michelle.lynn@west-dunbarton.gov.uk Appendices: None Page 9
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Background Papers: None Wards Affected: Ward 5 Page 10