Document Pack (Bookmarked) - IRED Committee 12 11 25
West Dunbartonshire Council · 12 November 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 12 November 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 Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 12 November 2025 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a 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 G82 1QL. 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) Councillor Kevin Crawford Councillor Michelle McGinty 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 October 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, 12 NOVEMBER 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 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 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 11 Submit for approval as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 13 August 2025. 7/ Page 3
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7 REGULATION AND REGENERATION DELIVERY PLAN 25/26 – ECONOMIC DEVELOPMENT - MID-YEAR PROGRESS 13 - 22 Submit report by the Chief Officer - Regulation and Regeneration setting out the mid-year progress of the 2025/26 Plan in relation to Economic Development. 8 ROADS AND NEIGHBOURHOOD DELIVERY PLAN 25/26 MID-YEAR PROGRESS 23 - 39 Submit report by the Chief Officer - Roads and Neighbourhood setting out the mid- year progress of the Roads and Neighbourhood Delivery Plan 2025/26. 9 RESOURCES DELIVERY PLAN 2025/26 – ASSET MANAGEMENT MID-YEAR PROGRESS 41 - 46 Submit report by the Chief Officer - Resources setting out the mid-year progress of the 2025/26 Plan in relation to Asset Management. 10 LOCAL CHILD POVERTY ACTION REPORT 47 - 101 Submit report by the Chief Officer - Roads and Neighbourhood providing an update on the on Local Child Poverty Action Report 2024 - 25. 11 VISITOR LEVY To Follow Submit report by the Chief Officer - Regulation and Regeneration regarding the above. 12 WASTE STRATEGY UPDATE 103 - 111 Submit report by the Chief Officer - Roads and Neighbourhood updating on progress against the key actions identified in the Waste Strategy Action Plan, which provides an overarching route map to achieve our regulatory and legislative targets. 13 INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 5 (30 AUGUST 2025) 113 - 124 Submit report by the Chief Officer - Resources providing an update on the revenue financial to Period 5 (30 August 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). Page 4
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14 INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 5 (30 AUGUST 2025) 125 - 135 Submit report by the Chief Officer - Resources providing an update on the capital financial to Period 5 (30 August 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). Page 5
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 13 August 2025 at 10.03 a.m. Present: Councillors David McBride, Kevin Crawford, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer - Roads and Neighbourhood; Laurence Slavin, Chief Officer - Resources; Alan Douglas, Chief Officer - Regulatory and Regeneration; Michelle Lynn, Asset Manager; Michael McDougall, Manager of Legal Services; Nicola Moorcroft and Scott Kelly, Committee Officers. Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor McBride, 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 be carried out by roll call vote to ensure an accurate record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. ITEM 6 Page 7
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MINUTES OF PREVIOUS MEETINGS The Minutes of Meetings of the Infrastructure, Regeneration and Economic Development Committee held on 21 May 2025 (Ordinary) and 4 June 2025 (Special) were submitted and approved as correct records. SALE OF FORMER PARKHALL LIBRARY PREMISES, STREET, PARKHALL, CLYDEBANK G81 3HZ A report was submitted by the Chief Officer - Resources seeking approval to dispose of the former Parkhall Library to Rose Donaghey. After discussion and having heard the Asset Manager in further explanation of the report and in answer to Members’ questions, Councillor David McBride, seconded by Councillor Lawrence O’Neill moved that the Committee: (1) approve the disposal of the former Parkhall Library to Rose Donaghey at a sale price of £151,000; (2) authorise the Chief Officer - Resources to conclude negotiations; and (3) authorise the Chief Officer - Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. As an amendment, Councillor Sophie Traynor, seconded by Councillor Lauren Oxley, moved that: Committee notes with concern the community’s frustration regarding the closure and relocation of Parkhall Library. The move into Clydebank High School has led to a significant reduction in both the range of services and activities available, as the new space is considerably smaller and shared with the school community. Opening hours have been drastically reduced, with the library now accessible to the public for only nine hours per week, spread across three weekday evenings. This limited availability has made it difficult or impossible for many residents who previously relied on the library to continue accessing its facilities. The reduced usage resulting from these restricted hours risks being used as justification for the permanent closure of Parkhall Library, which would be devastating for the local community. The only way to avoid this outcome is by relocating Parkhall Library back to a suitable venue that allows the full range of activities and services to be offered once again, with accessible opening hours that meet community needs. The potential sale of the original Parkhall Library building for commercial use would eliminate any possibility of the library returning to its former premises. Therefore, the Committee agrees that the sale of the building should be paused, pending a thorough exploration of alternative funding options and potential partnerships to secure a permanent, fully accessible library space in Parkhall that meets the community’s needs. Page 8
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On a roll call vote being taken 5 Members voted for the amendment, Councillors Crawford, Oxley, Pollock, Scanlan and Traynor and 7 Members voted for the motion namely, Councillors McBride, McGinty, O’Neill, Martin Rooney, William Rooney, Sorrell and Steel. The motion was, accordingly, declared carried. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 3 (30 JUNE 2025) A report was submitted by the Chief Officer - Resources providing update on the revenue financial performance to Period 3 (30 June 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion and having heard the Chief Officer - Resources and the Chief Officer - Roads and Neighbourhood, in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the contents of the report and the projected budget overspend which taking account of earmarked spending meant an underlying adverse variance as £987,000. Committee also noted that where possible the services will review and reduce costs to reduce anticipated overspends or under-recovery of income. In addition, Committee noted that the efficiencies and management adjustments are progressing as outlined in Appendiix 4 of the report. Furthermore, the Committee is aware that given the financial circumstances faced by Local Government in Scotland, the Council has cut £1.75 million from services which impact on the number of Greenspace operatives, and the services provided to the community. Given the above, the Committee agreed: That subject to Housing and Communities Committee approval and subsequent Council approval, Greenspace services are restored as follows: One-Off Costs for the Current year 2025/26 to: Apply a one-off £130,000 from the general reserves to fund additional grass cutting capacity over the rest of the year. The cost should be split between the General Fund and the Housing Revenue Fund (£65,000 each). The Committee understands that the deliverability of this would be dependent on operational capacity as overtime working is voluntary. Retain ten seasonal workers to cut back the areas of long grass to the 2024/25 levels. At a cost of £150,000 split between the General Fund and the Housing Revenue Fund (£75,000 each). Recuring costs for financial year 2026/27 to: Page 9
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Increased grass cutting for 2026/2027 to fund grass cutting services at a cost of £300,000 split between the General Fund and the Housing Revenue Fund (£150,000 each). Reinstate twice yearly weed-killer service at a cost of £50,000 to the General Fund. Retain bedding plants in public parks at a cost of £50,000 to the General Fund. The Committee therefore recommends to Housing and Communities Committee that it agrees the above proposals relating to the Housing Revenue Account, subject to confirmation from the West Dunbartonshire Tenants and Residents Organisation (WDTRO), in respect of the 2026/27 costs and approval of the General Spending commitment at Council. The stepped approach meaning that next year that the grass cutting service capacity will be restored to its 2024/25 levels in a planned and achievable way. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 3 (30 JUNE 2025) A report was submitted by the Chief Officer - Resources providing update on the capital financial performance to Period 3 (30 June 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion and having heard the Chief Officer - Regulatory and Regeneration, the Chief Officer - Resources and the Chief Officer - Roads and Neighbourhood, in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to note the current position of the 2025/26 IRED capital budget; (2) to note the additional capital budget of £0.013m in respect of Vale of Leven Cemetery which is subject to formal approval at Council on 27 August 2025, detailed in appendix 2 of the report; (3) to note the revised completion dates in respect of 4 projects detailed in appendix 2 of the report to be formally approved at Council on 27 August 2025; (4) to approve the reprofiling of 7 projects in appendix 3 of the report to be formally approved at Council on 27 August 2025; (5) to grant delegated authority to Chief Officer - Roads and Neighbourhood, in consultation with the Procurement Manager, to award any procurement and contract awards for projects related to Roads/Infrastructure recurring budget using appropriate procurement routes; and Page 10
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(6) to grant delegated authority to Chief Officer - Roads and Neighbourhood, in consultation with the Procurement Manager, to award any procurement and contract awards for projects related to Strathclyde Partnership for Transport provided the contract costs remain within the approved budget of £0.278m as set out in Appendix 4 of the report. The meeting closed at 11.07 a.m. Page 11
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Infrastructure, Regeneration and Economic Development Committee 12 November 2025 Subject:Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Mid-Year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Regulatory & Regeneration Delivery Plan 2025/26 in relation to Economic Development. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The 2025/26 Plan in relation to Economic Development was presented to Infrastructure, Regeneration and Economic Development Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s ten Economic Development actions is summarised below: Progress No. (%) Completed 0 (0%) In progress and on track 9 (90%) Not on track 1 (10%) Overdue 0 (0%) ITEM 7 Page 13
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4.3 One of the Plan’s four Economic Development PIs is monitored quarterly. Performance is summarised below: Performance Against Target Q1 Q2 Target met or exceeded 1 1 Target narrowly missed 0 0 Target significantly missed 0 0 Total No. of PIs 1 1 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Economic Development may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 15 October 2025 _____________________________________________________________ Page 14
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Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Mid-Year Progress Background Papers: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development, Infrastructure, Regeneration and Economic Development Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 15
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Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 – Economic Development Mid-year Progress Our Environment Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar- 2026 Progressing as planned. The Climate Change Action Group meets regularly to progress and monitor this work stream. To encourage wider engagement, service specific meetings have been arranged and are now underway. Elaine Troup Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar- 2026 Progressing as planned. A draft of the Local Heat and Energy Efficiency Delivery Plan is complete and under review by colleagues before being taken forward for board approval. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. 08-Oct- 2025 The risk of non-delivery of carbon emissions targets remains significant to reflect the increasing gap between actual and target Co2 emissions. There has been a long-term vacancy within the Climate Change and Energy Team that continues to impact the progress of the Climate Change Action Plan. The Climate Change and Energy Team continue to work across the Council to promote active participation from all service areas and to support a reduction of emissions. Elaine Troup ITEM 7 - APPENDIX 1 Page 16
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Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phases of Queens Quay Housing 31-Mar- 2026 Progressing as planned. The Council continues to discuss the development of the site with the landowner. Part of the site is expected to be sold for housing within this reporting year. The Planning Service has also engaged with Scottish Government officials around the development of the site as part of the Housing Emergency workstreams. Michael Mulgrew; Elaine Troup Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of businesses given advice and assistance to start up through Business Gateway 53 45 53 45 Targets met in both Q1 and Q2. On track to meet year-end target of 180, with 106 business start-ups supported from 1 April until end of September 2025. Gillian Scholes Page 17
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Action Status Progress Due Date Note Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2026 Progressing as planned. Work to support the regeneration of the Exxon and Scottish Marine Technology Park is progressing well. The Council hosted a successful Scottish Marine Technology Park workshop on 21 August 2025 with representatives from the Scottish and UK governments, Glasgow City Region, and Scottish Enterprise. Follow-on work includes the development of an action plan that will be circulated to all participants. The Council also submitted two funding applications for the Regeneration Capital Grant Fund (a Scottish Government fund which supports locally developed regeneration projects) with the Scottish Marine Technology Park progressing to the second stage. Work is also underway on the marketing of the Exxon site and further updates will be provided to the project board. Elaine Troup Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2026 Progressing as planned. The Artizan application for Planning Permission in Principle is progressing and is expected to be considered by the Council by the end of 2025 subject to a response from a statutory consultee SEPA (Scottish Environmental Protection Agency) being provided in time. Discussions on how to progress the Queens Quay development in Clydebank are continuing with the landowners, Scottish Government, and potential housing developers. Work on the development of a regeneration-led Tourism & Heritage Strategy is progressing albeit slowly due to resource issues. Magda Swider Page 18
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Action Status Progress Due Date Note Owner Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar- 2026 Progressing as planned. Business grants available through the UK Shared Prosperity Fund have been promoted through social media, the council website and directly to eligible businesses. The team are continuing to appraise and process applications. Gillian Scholes Support town centre revitalisation 31-Mar- 2026 Starting works on site at the Artizan in Dumbarton has been delayed to allow more time to complete additional site investigations. It is anticipated that the works will start in Autumn/Winter 2025, with the date yet to be confirmed. Projects in Alexandria are progressing well. A contractor for the Alexander Street works will be appointed in November. The Mitchell Way/Main Street project is progressing through RIBA (Royal Institute of British Architects) Stage 2, the concept design stage, with consultations with local stakeholders and community ongoing. The designs will be finalised in November. Clydebank is part of the UK Government’s Plan for Neighbourhoods investment programme, providing up to £20 million for eligible areas over a 10-year period. The Neighbourhood Board in Clydebank is developing the Regeneration Plan which will be submitted to the UK Government by 28 November as part of the funding process. Magda Swider Page 19
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 01-Oct- 2025 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with a potential developer. Delivery embedded into workstreams to promote development at site. Michael Mulgrew; Elaine Troup Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 01-Oct- 2025 Risk remains unchanged. Individual projects continue to progress and are regularly reviewed, reducing the likelihood of undesirable outcomes. Embedded into workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael McDougal l; Michael Mulgrew; Elaine Troup Our Council Our residents are engaged and empowered Action Status Progress Due Date Note Owner Continue the development of Community Planning 31-Mar- 2026 Progressing as planned. Work on the development of Community Planning has progressed well during 2025/26. A review of Delivery Improvement Groups is now complete and a recommendations paper will be submitted to the Management Board in November. This includes recommendations on partnership reporting. Elaine Troup Page 20
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Action Status Progress Due Date Note Owner Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar- 2026 Progressing as planned. The Communities Team continues to deliver community development support to groups across West Dunbartonshire to maximise their impact. This can be through support to secure external funding, promotion or by developing skills and improving governance arrangements. The team is represented on the Community Development Alliance and plays a key role in supporting communities through the development of Locality Plans. The Communities Team successfully delivered a programme of engagement for the Clydebank Neighbourhood Board in support of their Regeneration Plan due to be submitted to the UK Government by 28th November as part of their Plan for Neighbourhoods investment programme. Colin Smith; Elaine Troup Conclude the Cash First Project including evaluation 31-Mar- 2026 Progressing as planned. This test of change project has been delivered jointly by the Communities Team and Working 4U. It has been a very successful project with the available funding reaching those most in need through a network of trusted partner referrals. The demand for the project resulted in additional funding from the Scottish Government during 2024/25. All funds have now been exhausted and both teams will continue to liaise with the Scottish Government and their partners to conclude the evaluation process. Elaine Troup Page 21
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. 08-Oct- 2025 This risk has been reviewed and reduced to reflect the increase in community engagement being undertaken by the Community Planning Partnership, supported by the Communities Team and other partners. While the Communities Team continue to deliver community development work, this has had more of a focus on community planning related work through the delivery of a pilot project (on-going), early engagement with communities regarding locality plans, and also the work to support the Clydebank Neighbourhood Board. With this approach continuing, the risk of not engaging with communities can be reduced. Colin Smith; Elaine Troup Action Status Not on track In Progress and on track PI Status Target met or exceeded Risk Status Warning OK Long Term Trends Improving Short Term Trends No change Page 22
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Committee: Infrastructure, Regeneration and Economic Development Committee 12 November 2025 Subject: Roads and Neighbourhood Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Roads and Neighbourhood Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Roads and Neighbourhood Delivery Plan 2025/26 was presented to Infrastructure, Regeneration and Economic Development Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 34 actions is summarised below: Progress No. (%) Completed 5 (15%) In progress and on track 29 (85%) Not on track 0 (0%) Overdue 0 (0%) ITEM 8 Page 23
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4.3 There are no overdue actions at mid-year. 4.4 Fourteen of the Plan’s 24 PIs are monitored quarterly and an additional 4 are monitored half yearly. For quarterly PI’s, Q1 data is available for all 14 and Q2 data is available for 11. For half yearly PIs, data is available for all 4. Performance is summarised below. For PIs where data is collected quarterly For PIs where data is half yearly Performance Against Target Q1 Q2 H1 Target met or exceeded 12 11 0 Target narrowly missed 0 0 1 Target significantly missed 2 0 3 Total No. of PIs 14 11 4 4.5 Significantly missed targets relate to the following PIs, with further details set out in the appendix: Percentage Residents satisfied with the Waste service overall. Percentage of total household waste that is recycled. Percentage Residents satisfied with the street cleaning service. Percentage Residents satisfied with roads maintenance. Value (£) of debt managed 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Roads and Neighbourhood may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. Page 24
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8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Gail MacFarlane Service Area: Roads and Neighbourhood Date: 27 October 2025 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Roads and Neighbourhood Delivery Plan 2025/26 - Mid-year Progress Background Papers: Roads and Neighbourhood Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 25
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Appendix1: Roads & Neighbourhood Delivery Plan 2025/26 -Mid Year Progress 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of non serious road related defects repaired within 7 working days of being reported 98.7% 85% 96% 85% Performance continues to exceed target. Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 86.5% 85% 86% 85% Performance exceeds target, improvement maintained since Q4 previous year. Liam Greene Percentage of emergency road related defects repaired within 4 hours of being reported 100% 95% 95% 95% Performance continues to meet or exceed target. Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 100% 98% 99% 98% Performance continues to exceed target. Liam Greene RL3: Percentage of all street light repairs completed within 7 days 100% 95% 95% 95% Performance continues to meet or exceed target. Liam Greene Action Status Progress Due Date Note Owner Progress the development of pavement parking enforcement strategy for consideration by relevant Committee 31-Mar-2026 Action progressing as planned. Following introduction of Decriminalised parking enforcement which will commence October 2025, resource and capacity will shape pavement parking policy for consideration by Committee. Liam Greene Progress plan to introduce Parking Enforcement 31-Mar-2026 Action progressing as planned. All consolidation orders are promoted to introduce parking enforcement. All lines/signs Liam Greene ITEM 8 - APPENDIX 1 Page 26
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Action Status Progress Due Date Note Owner refreshed in strategic enforcement areas. Communications plan progressed. Parking enforcement to commence October 2025. Implement revised service provision for school crossing patrollers 31-Mar-2026 Action completed. Crossing patroller locations reduced and limited to priority locations. Liam Greene Implement 20 miles speed limit at Balloch Campus and Dalreoch Primary School 31-Mar-2026 Action progressing as planned. Lining and signing works completed. Liam Greene Prepare strategy to implement 20 miles speed limit in residential areas 31-Mar-2026 Action progressing as planned. Funding award submitted and successful. Service developing plan for implementation. Elected Member briefing scheduled. Liam Greene Objective 2. Our resident’s health and wellbeing remains a priority Action Status Progress Due Date Note Owner Complete construction of 4 new MUGA's and delivery of 2025/26 playpark improvement programme 31-Mar-2026 Action progressing as planned. Bonhill Multi Use Games Area (MUGA) now complete. Tender complete for Milton Park MUGA and 4 play area upgrades. Work due to start over November and December. Ian Bain Progress plan to increase the number of 4G pitches 31-Mar-2026 Action progressing as planned. Plans have been submitted to planning and discussion are underway and continue. Measures will be considered to progress permission. Ian Bain 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Page 27
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Tonnage of biodegradable municipal waste landfilled 1,226.45 3,325 3,325 Q1 performance exceeded target. In line with our agreement with Glasgow City Council, who process WDC waste, the majority is incinerated with the residual being sent to landfill. Q2 data available early November Ian Bain Percentage of missed bins collected within 3 working days of being reported 96% 95% 95% Q1 performance exceeded target Q2 data available early November. Ian Bain % of total household waste that is recycled 44.04% 60% 60% Q1 performance significantly missed target but retaining improved recycling performance noted at the end of 2024/25. Recycling rates are expected to increase on commencement of recycling prioritisation project which begins 10 November. Currently more than half of the waste that is put in the general bin should go in the blue bin for recycling. Residents will be encouraged to recycle more correctly due to change in uplift with more limited space in the general bin. Full communication campaign has been run, and household information packs have been provided to all residents following elected members briefing sessions. Q2 data available early November Ian Bain H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner % Residents satisfied with the Waste service overall 56% 70% Performance significantly missed target and down by 4% from year end. Of the 131 residents who responded to this question, 73 were satisfied with the service and 58 indicated dissatisfaction. Recent changes across the service, particularly the introduction of a charge Ian Bain Page 28
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H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner for garden waste (brown bin) collection and the upcoming change in frequency to collections have impacted on the satisfaction. The Councils Citizens Panel is the new source for satisfaction measures following the removal of the telephone survey as part of 24/25 budget savings. This change has resulted in a reduction to the base numbers of respondents. With the base numbers being smaller fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. % residents satisfied with the street cleaning service 47% 60% Performance significantly missed target and down by 15% from year end. Of the 129 residents who responded to this question, 60 were satisfied with the service and 69 indicated dissatisfaction. Recent changes across the service due to budget reductions have impacted on the satisfaction levels. Comments include lack of cleaning of streets, not seeing street cleaners, waste left when bins are collected, too much dog dirt, lack of litter bins and overfull litter bins, and high level of weeds. The reinstatement of weed spraying should support higher satisfaction. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. Ian Bain % Residents satisfied with Parks & open spaces 65% 75% Performance marginally missed target and down by 7% from year end. Of the 115 who responded to this question, 75 were satisfied with the service and 40 indicated dissatisfaction. Comments include dissatisfaction with the lack of grass cutting and tree pruning, high level of litter, general lack of maintenance, overflowing bins. The continued progress of a number of initiatives which are underway and recently completed including improving play parks along with the reinstatement of planting and grounds maintenance within the destination parks should support increased satisfaction. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. Ian Bain Page 29
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Action Status Progress Due Date Note Owner Explore funding opportunities for delivery of Dumbarton Common allotments 31-Mar-2026 Action progressing as planned, Funding secured from UK Shared Prosperity fund. Tender process is now complete, and the tender will be awarded at the end of October. Ian Bain Develop a new local biodiversity action plan 31-Mar-2026 Action progress delayed. A number of consultations have been completed, both internal and external. The outputs have been analysed and will be used to develop the action plan. There was a delay in progress due the delayed publication of National strategy and action plan which is now available. Local draft action plan now in development. Ian Bain Develop ash die back action plan – next phase 31-Mar-2026 Action complete. The action plan is in place, including dealing with high-risk trees that are categorised as requiring immediate action. We will continue to progress this plan and deal with low and medium risk trees accordingly. Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Continue to refine the strategy for transition to an electric fleet 31-Mar-2026 Action progressing as planned, we have established a service plan that identifies our priorities as: . Enhance fleet efficiency: . Promote sustainability: . Increase operational transparency: . Improve fleet safety and compliance: Within this context we will promote sustainability by developing a vehicle replacement programme that tracks Government targets for the transition of the fleet to electric vehicles. We are exploring ways, in tandem, to establish and effective charging infrastructure. We have set clear targets for both elements to ensure we meet the policy requirements. Stephen Brooks Progress phased delivery of public and fleet electric charging points – next phase 31-Mar-2026 Action progressing as planned. High level locations for spread of public chargers developed with City Region. All site details provided to consultants with tender expected to be issued by November. Fleet charging points will be developed in conjunction with Depot Project. Liam Greene Implement the Prioritisation of collection of recycling project. 31-Mar-2026 Action progressing as planned following a short delay. Communications campaign in place including resident packs which have been issued containing all required details of changes. Ian Bain Page 30
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Action Status Progress Due Date Note Owner Whilst there has been a short delay the new waste collection frequencies will be implemented with commencement date of 10th November. Objective 6. Our neighbourhoods are sustainable and attractive H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner % Residents satisfied with roads maintenance 23% 40% Performance significantly missed target and down by 1% from year end. Of the 129 who responded to this question, 30 were satisfied with the service and 99 indicated dissatisfaction. Comments include concern at the number and size of potholes, poor general maintenance of roads, lack of notification when roads works are planned and concern shown over lack of white lines in several locations. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. The service continue to show satisfactory results in the operational performance measures, including response to reported repairs. We also continue to invest in the road network in line with the Roads Asset Management Plan. Liam Greene Action Status Progress Due Date Note Owner Implement Greenspace Service Redesign 31-Mar-2026 Action progressing as planned. Staffing restructure complete across greenspace service, service reviewed to agree an approach to achieve budget savings. Ian Bain Review and Implement Changes to Grounds Maintenance Programme 31-Mar-2026 Action progressing as planned. Staffing restructure is complete, and greenspace service reviewed. Changes to ground maintenance programme are in the process of being implemented. Following Council decision, the service are reinstating elements of grass cutting and ground maintenance. Ian Bain Page 31
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Action Status Progress Due Date Note Owner Award contract for Gruggies Burn Flood Management design 31-Mar-2026 Action progressing as planned. Confirmation letters sent to all stakeholders. Detailed design complete and construction cost expected Autumn 2025 for consideration. Liam Greene Provide recommendations to Council based on draft Surface Water Management Plans 31-Mar-2026 Action progressing as planned. High level plans developed and assessment of options complete. Awaiting consultation with Scottish water to finalise. Liam Greene Progress Flood Management Improvement plans for Dumbarton and Vale of Leven 31-Mar-2026 Action progressing as planned. High level plans developed and assessment of options complete. Cost benefit analysis underway. Liam Greene Develop new Roads and Transport Winter Plan for consideration at May Committee 31-Mar-2026 Action complete. Road and Transport winter plan was presented to Committee in May. Plan is in progress. Liam Greene Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services 06-Oct-2025 The Business Continuity Plan would come into effect in the event of a major adverse weather incident. No change to risk matrix Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services and other Council services. 08-Oct-2025 Winter training programme is in place, and business continuity plan is in place. No change to Risk Matrix Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. 08-Oct-2025 Significant investment in resurfacing works. Service continues to respond to reported defects across the network. No change to Risk Matrix. Liam Greene Page 32
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council’s fails to deliver on the three service areas within Roads & Neighbourhood: Roads & Transportation, Waste & Greenspace and Fleet. These areas provide services across a range of areas including managing and maintaining roads, footpaths and associated infrastructure, managing flood risk, winter gritting, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling, vehicle fleet management and management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. 07-Aug-2025 Monitoring and action plans in place to manage risk. No change to Risk Matrix Gail Macfarlane 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Status Progress Due Date Note Owner Support the progress of Exxon City Deal Project – construction phase (next phase) 31-Mar-2026 Action progressing as planned. Road diversions underway. Construction is progressing well on site. Road closures supported by a communications strategy. Liam Greene Objective 8. Our residents are supported to access employment and training opportunities Page 33
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of local people entering education or training 218 125 428 290 Targets were exceeded in both quarters, with local residents supported into education and training through Working4U and commissioned services. A wide range of learning opportunities were provided, focusing on employability and removing barriers for young people, parents in poverty, and other priority groups. Overall, the work demonstrates a strong commitment to improving skills, qualifications, and long-term employability across West Dunbartonshire. Stephen Brooks Number of local people gaining a full qualification 235 196 258 65 Targets were exceeded at the six-month stage, with local residents achieving accredited qualifications through Working4U Employability, Adult Learning, the Training Team, and commissioned services. Qualifications ranged from Modern and Foundation to community-based and confidence-building programmes. Adult Learning also delivered qualifications in English for speakers of other languages (ESOL), literacies, and IT, supporting residents to enhance their skills, confidence, and employability. Stephen Brooks Number of local people entering employment through Working 4U 84 80 103 100 Targets exceeded for both quarters. An increase in outcomes is anticipated in Q4, as contract completions are a key factor for funded grant providers at year-end. The focus remained on supporting the economically inactive, vulnerable young people, and families experiencing poverty. Employability teams provided one-to-one support, delivering a range of training, barrier removal, and job or apprenticeship opportunities through internal and external providers. Overall, the programme continues to connect residents with fair and sustainable employment that meets the needs of both individuals and local businesses. Stephen Brooks Value (£) of debt managed £145,095 £380,000 £389,353 £380,000 Progress in Q1 was slightly lower than in Q2, resulting in mid-year performance being below expectations. This is due to several factors, including ongoing challenges with client engagement, an increase in the complexity of cases, and a reduced staffing level. These factors have also affected the overall value of debt managed. The approach will be reviewed again in Quarter 3, considering case complexity, available resources, and the demand placed on staff. Stephen Brooks Page 34
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Action Status Progress Due Date Note Owner Manage, deliver and monitor the Community Learning and Development (CLD) partnership and associated plan. 31-Mar-2026 Action progressing as planned. The development and management of a three-year CLD Plan is set out as a statutory requirement. The team has compiled the document and manages a set of partnership groups to encourage and monitor local activity. The groups include: A Strategic Partnership Group supported by the Adult Learning Partnership, The Youth Alliance and Community Empowerment Delivery Improvement Group. Stephen Brooks We will ensure we are compliant with funding requirements including the need to work in partnership and commission specialist services. 31-Mar-2026 Action progressing as planned. We have established the relevant partnerships and processes for co-design of service provision that keeps us compliant with conditions of grant. However, there are a number of funding challenges facing Working4U. These centre on reductions in funding from Macmillan Cancer, UK Shared Prosperity and the Scottish Government 'No One Left Behind Programme. As such we will continually review our priorities and the scale of service provision, working with partners to meet funder requirements. Stephen Brooks Objective 9. Our partnerships will support economic development to deliver increased prosperity for our area Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of local people receiving support through Working 4U 1,733 1,070 1,976 1,240 Performance exceeded target in both quarters. Demand for Working4U services continues to exceed expectations, driven by increasing needs for benefits and debt advice, as well as higher participation in employability and learning programmes funded through the UK Shared Prosperity Fund and No One Left Behind (NOLB). The service plays a vital role in helping low- income individuals and families build financial resilience and access sustainable employment. Grant funding will continue to be strategically targeted to meet the needs of priority groups and ensure support reaches those most affected by poverty and economic hardship. Stephen Brooks Page 35
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Total Value (£) of Income Generated £2,318,733 £1,500,000 £2,286,888 £1,500,00 0 Targets have been exceeded in Q1 and Q2, highlighting the increase in demand for services. Working4U Money assisted residents to increase income through benefit/grant claims or debt management options. Stephen Brooks Action Status Progress Due Date Note Owner Develop a new employability partnership action plan 31-Mar-2026 Action progressing as planned. We have established the Local Employability Partnership to oversee the development and delivery of employability services. The partnership is responsible for: co-ordinating improved service delivery to West Dunbartonshire citizens accessing local employability services through an agreed agenda. improve opportunities for citizens to gain access to appropriate learning, education, volunteering, training and employment. co-ordinating existing resources to offer more effective and efficient services The partnership works with the Scottish Government to establish an annual delivery plan that underpins the use of No One Left Behind resources. Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2026 Action progressing as planned. We have established a sector specific focus within the context of our No One Left Behind Plan and our approach to the delivery of Foundation and Modern apprenticeships. We are prioritising support for the development of opportunities in carbon/green energy sectors where the potential arises. Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2026 Action progressing as planned. Working4U has the responsibility for compiling and publishing the Local Child Poverty Annual Report. This has been published. We have established the Family Prosperity Network to support the process and identify actions we have delivered or intend to deliver that will alleviate child poverty among the priority family groups. Stephen Brooks Page 36
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost The Local Child Poverty Plan sets out what we will do to respond to child poverty, failure to respond will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost 02-Oct-2025 We have established a process for developing the local child poverty report and will undertake a self-evaluation to assess the effectiveness of our approach. The self-evaluation will inform future developments. The Child Poverty Plan has been published and is available online. No change to Risk matrix. Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. 02-Oct-2025 Welfare rights team have improved the triage system for referrals being received from residents with most contacts being made within 4 working days of referrals being received. No change to risk matrix. Stephen Brooks 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce Management Action; Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action progressing. Roads Structure Review commenced identifying single point dependencies, Grounds and Waste Review to commence. Grounds and Waste services will promote use of trickle with front line staff at the next “toolbox talks”. There is a significant amount of work to get front line staff to use personal devises. Working4Uhave continued to promote of roles with a gender bias across all genders. This includes sessions within schools to attract or encourage school students to have a broader understanding of the opportunities available to them. Gail Macfarlane Workforce Management Action Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 Action progressing. Fit for future actions progressed including training for mechanics and new ilearn developed within Fleet Services to promote development opportunities. Cross service consideration being given to hard to recruit roles. Gail Macfarlane Page 37
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Action Status Progress Due Date Note Owner Workforce Management Action Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 Action progressing. Cross service review underway to review service capacity and resources. Gail Macfarlane Workforce Management Action Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action progressing. Drivers have been put through LGV training and C1+E trailer training. This will provide resilience. Mechanics trained in maintenance of Electric vehicles. Also continue to monitor development of technology to stay up to date Gail Macfarlane Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Status Progress Due Date Note Owner Support the project board and monitor progress of the Net Zero Cooperation Agreement with Glasgow City Council 31-Mar-2026 Action progressing as planned. Project board established with alternate chairing between Glasgow and WDC. Workstreams established and meetings underway to develop actions. Gail Macfarlane Progress and manage service level agreements for Fleet management. 31-Mar-2026 Action progressing as planned We have established a set of customised service agreements with each of the services using fleet vehicles. The service agreements focus on roles and responsibilities and sets this alongside key metrics that will add to information available to inform future needs (and costs). We are reviewing these agreements at periodical meetings with key staff in the service departments. Our aim is to enhance fleet efficiency, promote sustainability, increase operational transparency and improve fleet safety and compliance. Stephen Brooks Prepare plans to close Dalmuir Golf Course 31-Mar-2026 Action complete. The golf course in no longer in Council ownership. The members have taken over the course by way of asset transfer. Ian Bain Road Construction Consent Charging review and team reduction 31-Mar-2026 Action complete. Team changes made. Appropriate council services advised of charging for Roads Construction Consent Charging (RCCC) in line with external charging regime. Liam Greene W4U Team Reduction and Service Realignment 31-Mar-2026 Action progressing as planned. The service faced a reduction in budget of £440,000 to be implemented over two years. Through a combination of actions, including moving staff to external funded posts, we have achieved that target. However, this has meant a revision of priorities and contribution to key performance Stephen Brooks Page 38
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Action Status Progress Due Date Note Owner indicators. We have set out a range of performance indicators that take this reduction into account. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example a pandemic would create significant immediate demand on services. 06-Oct-2025 We have completed extensions to Dumbarton and North Dalnottar cemeteries and Vale of Leven Cemetery. This will mitigate the impact of any challenges to the burial and cremation services. No change to risk matrix. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. 09-Oct-2025 Council participates in the Scottish Government Liquid Fuels Framework and contributes to the work of the Scottish Government Fuel Resilience Group. There are no issues with fuel at this time. No change to risk matrix. Gail Macfarlane Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 39
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Infrastructure, Regeneration and Economic Development Committee 12 November 2025 Subject: Resources Delivery Plan 2025/26 - Asset Management Mid-Year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the 2025/26 Resources Delivery Plan in relation to Asset Management. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The 2025/26 Plan in relation to Asset Management was presented to Infrastructure, Regeneration and Economic Development Committee on 21 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s seven Asset Management actions is summarised below: Progress No. (%) Completed 1 (14%) In progress and on track 6 (86%) Not on track 0 (0%) Overdue 0 (0%) ITEM 9 Page 41
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4.3 One of the five Asset Management PIs in the Resources Delivery Plan is monitored quarterly. Performance is summarised below: Performance Against Target Q1 Q2 Target met or exceeded 1 1 Target narrowly missed 0 0 Target significantly missed 0 0 Total No. of PIs 1 1 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Asset Management may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 17 October 2025 _____________________________________________________________ Page 42
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Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2025/26 - Asset Management Mid-Year Progress Background Papers: Resources Delivery Plan 2025/26 - Asset Management, Infrastructure, Regeneration and Economic Development Committee, 21 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 43
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Appendix 1: Resources Delivery Plan 2025/26 - Asset Management Mid-year Progress 1 Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Complete the redevelopment of Glencairn House 31-Mar- 2026 Progressing as planned. While there have been delays due to unforeseen circumstances on site, they will not impact the 31 December deadline for the completion and handover of the Children's Library and main building. Michelle Lynn Progress the Faifley Community Campus development 31-Mar- 2026 Progressing as planned. Phase 1 of the project handed over and completed on programme. Michelle Lynn 2 Our Environment Our neighbourhoods are sustainable and attractive Performance Indicator Q1 2025/26 Q2 2025/26 Owner Status Value Target Status Value Target Short Trend Long Trend Note Percentage of Consultancy Services project deliverables for General Services projects delivered as planned 40% 20% 50% 40% Target exceeded in both Q1 and Q2 and on track to meet or exceed annual target. Michelle Lynn ITEM 9 - APPENDIX 1 Page 44
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Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar- 2026 Progressing as planned. The building upgrades programme is on track, with works completed in the first half of the year. Michelle Lynn 3 Our Council Our Council is adaptable and focused on delivering best value for our residents Action Status Progress Due Date Note Owner Progress the disposal of key strategic sites 31-Mar- 2026 Progressing as planned. We are on track to deliver agreed capital receipts on key sites. Michelle Lynn Progress the depot refurbishment programme 31-Mar- 2026 Progressing as planned. Work has commenced onsite and the programme of works is underway and on track. Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar- 2026 Progressing as planned. We have consulted with services to support them to achieve the asset related savings due in the first half of the year. Michelle Lynn Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. 08-Oct- 2025 The risk score remains low due to the ongoing programme of capital works. The Property Action Plan 2023-28, approved at Infrastructure, Regeneration and Economic Development Committee in February 2023, will monitor all requirements to maintain the risk score. Michelle Lynn Page 45
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Our residents are engaged and empowered Action Status Progress Due Date Note Owner Engage with relevant community groups over the potential to lease Dalmuir Golf Course 31-Mar- 2026 Completed as planned. Lease transaction to the existing users was completed 1 July 2025. Michelle Lynn Action Status In Progress and on track Completed PI Status Target met or exceeded Risk Status OK Long Term Trends Improving Short Term Trends Improving Page 46
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads and Neighbourhood Infrastructure, Regeneration and Economic Development Committee 12 November 2025 Subject: Local Child Poverty Annual Report 2024/25 1. Purpose 1.1 This report provides an update on the local child poverty report with the full document attached as an appendix. 2. Recommendations 2.1 It is recommended Committee: Notes and supports the actions set within the child poverty report; and Notes partners are asked to commit support, and representation where appropriate to the Family Prosperity Network and its aims. 3. Background 3.1 The Child Poverty (Scotland) Act 2017 requires the Scottish Government to meet four income-based child poverty targets by 2030. 3.2 Local Authorities, in partnership with NHS Health Boards, have a duty in this legislation to produce a local child poverty annual report that outlines what they are doing to contribute to the national targets. 3.3 We know that people experience poverty when they are unable to achieve the standard of living that most others expect and take for granted. In Scotland, the evidence shows that child poverty is driven by structural and institutional factors, including: (limited) Income from benefits. (limited) Income from employment. (disparity between income and) Costs of living, including housing, food and fuel costs, the poverty premium (the additional costs low-income households incur for essential goods and services due to limited choices and less favourable terms), the costs of the school day, and the extra, unavoidable costs of disability. ITEM 10 Page 47
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3.4 The Scottish Government has set itself the target of reducing the proportion of children in relative poverty to 10% by 2030. The current level is 24.5%. The guidance on this states that almost 90% of all children in poverty in Scotland live within six priority family types: Lone parent families (38%) Disabled (29%) 3+ Children (32%) Minority Ethnic (38%) Youngest Child less than 1 year old (34%) Mothers aged less than 25 years (55%) 3.5 In West Dunbartonshire, we also recognise additional locally targeted groups who are more likely to experience poverty and disadvantage, including care experienced young people, kinship carers and families where children have additional support needs. These are families with: Low or inadequate incomes. Poor quality or insecure employment. Affected by welfare reform. Facing challenges meeting the high and rising cost of necessities. 3.6 Therefore, the priority groups in West Dunbartonshire are: Lone parent families. Families with a disabled adult or child. Families with three or more children. Minority ethnic families. Families with a child under one year old. Mothers aged under 25 years. Care-experienced families and young people. Kinship care families. Families with children who have additional support needs. 3.7 Efforts to reduce child poverty, in effect, should focus on these target groups and these efforts should focus on the drivers of poverty reduction. The drivers of poverty reduction include: maximising income from employment and benefits and; reducing the cost of living. Page 48
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3.8 The drivers of poverty reduction and inputs are illustrated in Diagram 1. Drivers of Poverty Reduction Income from Social Security and BenefitsCosts of LivingIncome from Employment Hours worked per household Hourly Pay DebtsOther costs of living Housing Costs Reach of Benefit Levels of benefit Skills and Qualifications Labour market Availability of affordable and accessible transport. Childcare. Barriers to access Enablers (access to affordable credit, internet access, savings, assets, debt management) Take upEligibility criteria Understanding the system 4. Main Issues 4.1 Data relating to the scale of child poverty is notoriously difficult to reconcile to the Scottish Government’s targets. However, the figures provided in ‘Children in low-income families: Local statistics 2014 to 2024’ are most closely aligned with the Scottish Government’s 2030 target for families living in relative poverty, which is set at 10%. 4.2 These figures state that 3,894 children were living in disadvantaged households in West Dunbartonshire in 2024. This is from a population of approximately 15,450 (in the 0-15 years age group) and represents 25.2% of the population. 4.3 The main issue is, irrespective of the source of data, child poverty in West Dunbartonshire is higher than the average figure for Scotland. It is also higher than the regional (NHS GG&C area) figure and higher than our neighbours, with the exception only of Glasgow. All of which suggests the continued need for focused attention on the issue. 4.4 The local child poverty report highlights actions that have been taken to address child poverty in West Dunbartonshire. It should be noted that the list and examples are not exhaustive of the actions to address the impact (and effects) of poverty. The report simply attempts to highlight action that contributes to the drivers of poverty reduction. Page 49
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5. Resource Implications 5.1 Effective intervention depends on a complex, multi-agency and multi-sector approach to the delivery of specialist services. In 2024/25, the Family Prosperity Network (FPN) was established as the lead group for coordinating child poverty action in West Dunbartonshire. A cross-sector steering group now meets quarterly to agree shared priorities and co-design responses, supported by improved data analysis with the Improvement Service. Lived experience will be embedded in governance to ensure families’ voices shape decisions, while policy leads are aligning services to strengthen pathways out of poverty. This framework will track progress against national targets and continue to strengthen the evidence base for future Local Child Poverty Action Reports. 5.2 The FPN also leads on preparing the Local Child Poverty Action Report, ensuring West Dunbartonshire meets its statutory duties while driving long-term improvement in family wellbeing. By drawing on the knowledge and expertise of partners, and by investigating and responding to the lived experience of parents and children, the Network works collectively to mitigate the impact of poverty by addressing its core drivers: crisis, income and costs. 5.3 This approach will allow us to focus on the drivers of poverty while connecting with key policy areas to maximise resource input and joint working. Key to this is the input/contribution by a number of services and organisations that include, for example: Economic Development, Employability and Learning Support (No One Left Behind, UK Shared Prosperity). Benefit and Debt Information and Advice Partnership. Health and Social Care Partnership, NHS GG&C. West Dunbartonshire Crisis support and Cost of Living Initiatives. Children and Families Integrated Services. Community Empowerment. Housing Solutions Partnership. Community Planning Partners and Anchor organisations (Golden Jubilee Trust) 5.4 We have captured the Family Prosperity Network aims, objectives and approaches in a ‘one-page plan’ to summarise the complexity of the task and breadth of input. Page 50
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Family Prosperity Network - Objectives and Approach Community Planning West Dunbartonshire (CPWD) Vision ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest.’ Family Prosperity Network Aim: To work in partnership through the Community Planning West Dunbartonshire to reduce the level of child poverty in West Dunbartonshire and bring it closer to the City Region average. Objectives: We will do this by improving our understanding and raising awareness of how poverty affects families and children and by addressing the drivers of poverty through partnership working. Our focus will be placed on actions to: Alleviate immediate hardship through cash first approaches. Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. Maximise income from benefits through the provision of good quality debt and money advice, guidance and representation and focussed campaign. Maximise income from employment through the provision of employability and learning services Our approach: The Family Prosperity Network will take the lead in co-ordinating efforts that aim to have an impact on addressing the drivers of poverty and reporting progress. Working alongside the Community Planning Partnership Delivery Improvement Groups and existing partnerships we will use the available knowledge and expertise to investigate the lived experience and impact of poverty on parents and children’s lives and work together to mitigate that impact by addressing the drivers of poverty (crisis, income, costs). The Family Prosperity Network will collate information provided by existing partnerships and organisations to illustrate what has been done and what will be done to alleviate child poverty. This will inform priorities for action; provide content for the Local Child Poverty Annual Report; and form the basis of progress reports for the Community Planning West Dunbartonshire Management Board. WDCPP: Nurtured, Flourishing, Safe, Empowered, Independent West Dunbartonshire Council (W4U)/ NHS GG& Clyde lead with Key partnerships input from: Community Empowerment WDCVS The Food Insecurity Network Cash First Project (Reduce the cost of living alleviate immediate hardship and cash first fund – understand lived experience) Children and Families Integrated Services Education Services The Promise SHINE Programme (Reducing the cost of living, for example reducing the cost of the school day - alleviate hardship-) Health and Social Care NHS GG&C Golden Jubilee Health Improvement Team Social Care Services Targeted actions and Opportunities/understand lived experience. Benefit and Debt Information and Advice partnership Working4U Citizens Advice Bureau Social Security Scotland DWP (maximise income from benefits) Economic Development, Local Employability Fair Work Employability Social Benefit (maximise income from work) West Dunbartonshire Crisis support and Cost of Living Initiatives Welfare Funds Discretionary and Passported benefits (Alleviate hardship reduce the cost of living) Housing Solutions Partnership WDC Housing Services RSL (Alleviate Hardship/Trigger events) Success: Specific Actions to address drivers of poverty and progress indicators: Residents understand what’s available and report improvements in their quality of lives because of support Page 51
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5.5 The production of the local child poverty report means that we are compliant with the legislation, Child Poverty (Scotland) Act (2017), that states the Local Authority in partnership with the GG&C NHS Board must produce an annual report that highlights what we have done and what we propose to do to contribute to national targets for the reduction of child poverty. 5.6 The development of the Family Prosperity Network takes that obligation further by organising and coordinating action at local level to address the specific challenges we face in West Dunbartonshire. 5.7 While compliance with the legislation is important, we will have a clearer indication of success when parents tell us that they know where to go to obtain help, they find the services relevant, and they are confident that help will assist them to make the changes they need to address their circumstances. Importantly, they can also report that they have improved the quality of life for their families. 5.8 To reinforce this the Family Prosperity Network partners have established a range of indicators to demonstrate progress towards its aims. These indicators have been adopted and will be reported for 25/26: Alleviate Immediate Hardship: Number of families from priority groups receiving support through the Scottish Welfare Fund and Discretionary Housing Payments. Number of families from priority groups receiving support through the West Dunbartonshire Household Hardship Fund. Number of families from priority groups receiving support from the West Dunbartonshire ‘cash first’ initiative funded by the Scottish Government. Income from Employment: Number of parents from child poverty priority groups supported employability initiatives. Number of parents from priority groups receiving training. Number of parents from priority groups securing a qualification. The number of parents from child poverty priority groups into work. The number of parents from child poverty priority groups into work in anchor institutions (including NHS and local authorities), from child poverty priority groups. Number of Modern Apprentices recruited from child poverty priority groups. Income from Benefit: Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. Page 52
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Cost of living: The proportion of parents not making full use of 1140 hours, by priority group parents. Proportion of priority families in receipt of passported benefits and child benefits. Number of households with dependent children in Council Tax arrears. Number of households with dependent children in rent arrears, living in social housing. Number of patients (pregnant women, families with children) referred to money and welfare rights advice from the following settings: Midwifery; Health Visiting; Family Nurses and GP settings (and financial gain for those referred). 6. Financial Implications 6.1 The delivery of the Family Prosperity Network aims and objectives is set within the context of existing budgets and approaches. There are no additional financial implications. 7. Risk Analysis 7.1 The production of the Local Child Poverty Annual Report addresses the risk of non-compliance with The Child Poverty (Scotland) Act 2017. 8. Equalities Impact Assessment (EIA) 8.1 An EIA scoping exercise will be undertaken as part of the further development of the work of the Family Prosperity Network Lead Group. 9. Consultation 9.1 This report provides a summary of the agreed approach being taken by CPWD in response to the feedback from services, community-based organisations and a self-evaluation that emerged from the community event held in Clydebank Town Hall in May 2024. 10. Strategic Assessment 10.1 Progressing work as outlined in this report ensures Community Planning West Dunbartonshire can deliver on the outcomes set in the Local Outcome Improvement Plan. Gail MacFarlane Chief Officer Roads and Neighbourhoods 27 October 2025 Page 53
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Person to Contact: Stephen Brooks, Working4U and Fleet Manager, Stephen.brooks@west-dunbarton.gov.uk Appendices: West Dunbartonshire Local Child Poverty Annual Report 24/25. Wards Affected: All wards Page 54
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West Dunbartonshire Local Child Poverty Action Report 2024/2025 Improved Life Chances: West Dunbartonshire Local Child Poverty Action Annual Report 2024-2025 ITEM 10 - APPENDIX 1 Page 55
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West Dunbartonshire Local Child Poverty Action Report 2024/2025 Local Child Poverty Action Reports | Improvement Service link to other reports for reference Page 56
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West Dunbartonshire Local Child Poverty Action Report 2024/2025 Foreword We know that many families in West Dunbartonshire continue to face difficult circumstances, often for reasons well beyond their control. The cost-of-living crisis may no longer dominate headlines, but its legacy is still being felt. Rising housing, food, and energy costs have placed enormous pressure on household budgets. Those who were already struggling remain the most severely affected. Too many working-age adults in our communities are still unable to afford essentials, and levels of financial resilience remain low. We continue to see families borrowing more, using credit for everyday items, or relying on emergency support. For children, this means their life chances are restricted: they may have food and clothing, but they miss out when parents cannot afford to heat their homes, provide stable internet access, or pay for school trips and social activities that their peers enjoy. These are the day-to-day realities of poverty and disadvantage in 2024/25. We also know that while inflation has eased, significant challenges remain. UK inflation briefly fell to around 2% in 2024 but has since risen again to nearly 4% in mid-2025, with forecasts suggesting it may not return close to target levels until 2026. For families in West Dunbartonshire, where household budgets are already stretched, these renewed price pressures are felt most severely. Essentials such as food, housing, and energy take up a larger share of income in low-income households, meaning even modest increases in inflation can deepen hardship. The most severe impacts continue to fall on those already at a disadvantage, particularly children in low-income households. This drives our determination to act. In West Dunbartonshire, our response has included practical and immediate measures: support for fuel costs, access to cash first approaches to address short term needs while assisting families to become more resilient and able to manage life transitions more effectively, emergency food provision, and help for families during the summer holidays when pressures increase. We have worked closely with community groups to address food insecurity, provide opportunities for children and young people, and ensure that families can access the help they need at the right time. This report reflects our ongoing commitment to tackling child poverty, not just by helping families in crisis but also by addressing the root causes. We are focused on maximising household income, reducing costs, and creating opportunities in line with fair work practice for parents and young people to move into and sustain work. We are also committed to designing services that reflect peoples lived experiences, so our support is not only effective but also empathetic and responsive. By harnessing the professionalism, knowledge, and dedication of our staff, and by working in partnership through the Family Prosperity Network, we are building collaborative approaches that make a difference. This report sets out that journey, and I am proud to endorse it. I encourage everyone to use it as a key resource in our shared effort to reduce child poverty and to improve the lives of families across West Dunbartonshire. Councillor Martin Rooney Page 57
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Contents Introduction ................................................................................................................................ 1 Defining Poverty ........................................................................................................................ 1 Living in West Dunbartonshire .................................................................................................. 3 Addressing Child Poverty .......................................................................................................... 8 Family Prosperity Network ........................................................................................................ 9 What we have done (Key Achievements 2024/25) .................................................................. 11 What we will do in 2025/26 ..................................................................................................... 13 Alleviate Immediate Hardship ................................................................................................. 13 Maximisation Income (Benefits and Debt) .............................................................................. 16 Reduce the Cost of Living ....................................................................................................... 22 Maximise Income from Employment ...................................................................................... 28 Summary .................................................................................................................................. 31 Appendix 1: Family Prosperity Network Objectives and Approach ....................................... 32 Appendix 2: How we will know we are successful ................................................................. 33 Appendix 3: NHS Greater Glasgow and Clyde Addressing Child Poverty............................. 34 List of Tables Table 1: Children in low-income families: Local Area Statistics 2017 – 2024 ......................... 6 Table 2: Children in low-income families: Local Area Statistics 2017 – 2024 (%) .................. 7 Table 3: Household Support Fund Grants ............................................................................... 15 Table 4: Cash First: Reduce Reliance on Foodbanks Grant .................................................... 16 Table 5: Information and Advice Key Outcomes .................................................................... 21 Table 6 Employability Progress Indicators .............................................................................. 28 Table 7: Priority Groups Supported ......................................................................................... 28 Table 8: NHS Greater Glasgow and Clyde Employability Programmes ................................. 34 Table 9: NHSGGC as a Service and Contract Procurer .......................................................... 35 Table 10: NHSGGC Family Friendly Working ....................................................................... 36 Table 11: NHSGGC Royal Hospital for Children Money and Debt Service .......................... 37 Table 12: NHSGGC Special Needs in Pregnancy Maternity Matters Debt and Advocacy .... 39 Table 13: NHSGGC Black and Ethnic Minority Maternity Support ....................................... 41 Table 14: NHSGGC Money Worries in Maternity .................................................................. 41 Table 15 NHSGGC Health Visitor and Money Worries ......................................................... 42 Page 58
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Introduction The Child Poverty (Scotland) Act 2017 sets out statutory requirements for addressing child poverty across Scotland. It requires the Scottish Government to publish national delivery plans and to be advised and scrutinised by the independent Poverty and Inequality Commission. The Act also places a duty on local authorities and health boards to jointly produce annual Local Child Poverty Action Reports, demonstrating how they are working together to reduce child poverty. Importantly, the legislation sets ambitious national targets: by 2030, fewer than 10% of children should be living in relative poverty, fewer than 5% in absolute poverty, fewer than 5% in combined low income and material deprivation, and fewer than 5% in persistent poverty. This document is the 2024/25 report for West Dunbartonshire Council and NHS Greater Glasgow and Clyde Health Board. Defining Poverty Households are considered to be in poverty if their income falls below 60% of the UK median net disposable household income. These income-based measures are ‘equivalised,’ meaning they are adjusted to reflect household size and composition. In 2024–25, the relative poverty threshold for a couple without children was approximately £20,400 before housing costs (or £17,600 after housing costs), while for a couple with two children it increased to around £23,900 annually. These figures are drawn from the UK Government’s Households Below Average Income (HBAI) statistics (DWP, 2024) 1. Household income remains the main driver of poverty: families below these thresholds are unable to access many of the goods and services that most take for granted. The Drivers of Poverty (The Cause) The drivers of child poverty in Scotland, as opposed to the effects, can be complex and interrelated, but the main factors that contribute to child poverty include: 1. Low income or inadequate wages: Families with low income, including those in low-paid jobs, may struggle to make ends meet, pay for necessities, and meet the needs and demands of their children. 2. Poor quality or insecure employment: Insecure employment, such as zero-hours contracts or part-time work, can lead to fluctuating income and impact families' ability to plan and budget effectively. 3. Welfare reform: Changes to the welfare system, including cuts or reductions in benefit payments, can impact low-income families disproportionately, leading to increased financial pressures and difficulties in accessing support. 4. High costs of necessities: The high costs of essential goods and services, such as housing, food, energy, and childcare, can place a significant burden on families with low income. These factors all contribute to the risk of children and families living in poverty, and a multi- faceted approach is needed to tackle the issue effectively. Tackling issues in these areas will form the foundation of our approach. 1 People in Low Income Households (2024) : People in low income households - GOV.UK Ethnicity facts and figures (ethnicity-facts-figures.service.gov.uk) Accessed July 2025. Page 59
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Who is Affected? There are approximately 245,000 (24.5%) children living in poverty in Scotland. Almost 90% of all children in poverty in Scotland live within six priority family types. These family types are most likely to experience poverty and are therefore the focus of our interventions. The family types and proportion of that group in poverty are illustrated below: West Dunbartonshire has a higher than average prevalence of looked after children and young people and families where children have Additional Support Needs (ASN). Both groups face increased vulnerability to poverty and poorer long-term outcomes. For this reason, we have identified looked after children and young people and children with ASN as local priority groups, ensuring that our interventions are responsive to the specific challenges within West Dunbartonshire The Impact of Poverty Living in a household with low levels of income not only has a significant detrimental impact on the lives of children it also has far reaching effects on society. These impacts include: 1. Health Impacts: Children living in poverty often lack access to adequate nutrition, healthcare, and safe living conditions, leading to higher rates of illness and developmental issues. (Increasing the demands on the healthcare system). 2. Educational Barriers: Poverty can limit access to quality education and learning resources, affecting a child’s ability to succeed academically and later in life. (Greater social inequality and division). 3. Emotional and Psychological Effects: The stress and instability associated with poverty can lead to mental health issues, such as anxiety and depression, and can impact a child’s emotional development. (Increasing need for specialist support services). 4. Cycle of Poverty: Children who grow up in poverty are more likely to remain in poverty as adults, perpetuating a cycle that is difficult to break. (Requiring intensive support to break the cycle of ambition/expectations). 5. Social Inequality: Child poverty contributes to broader social inequality, affecting not just the individuals but society by limiting opportunities and perpetuating disparities. Addressing child poverty, has therefore, significant beneficial effects for individuals, families and society. This report sets out how we are organised and the measures in place to address child poverty. Families Most Likely Affected by Poverty Lone Parent Families 38% Disabled 29% 3+ Children 32% Minority Ethnic 38% Youngest Child <1 year old 34% Mothers Youger than 25 Years 55% Page 60
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Living in West Dunbartonshire West Dunbartonshire shares borders with Argyll and Bute, East Dunbartonshire, Stirling, Renfrewshire and Glasgow and includes the towns of Clydebank, Dumbarton and Alexandria and, according to NOMIS2, has a population estimate of 88,750 residents. National Records of Scotland (NRS) provides figures that from 2023 that state, 15,450 (17.4%) were in the 0- 15 years age group with a further 8,610 (9.7%) in the 16-24 years age group3. The local authority consists of 121 of Scotland’s 6,978 Scottish Index of Multiple Deprivation data zones and 17 Community Council areas. These are set within six ‘multi- member’ wards, illustrated in Map 2: 1. Lomond. 2. Leven. 3. Dumbarton. 4. Kilpatrick. 5. Clydebank Central. 6. Clydebank Waterfront. West Dunbartonshire Drivers of Poverty Despite its strengths, West Dunbartonshire is one of the areas in Scotland most affected by post-industrial decline. Its three town centres, Alexandria, Clydebank and Dumbarton have experienced steady decline and continue to struggle economically, with persistent, wide ranging and deep-rooted poverty and localised deprivation affecting many residents. There are 121 Data zones in West Dunbartonshire: • All multi-member wards in West Dunbartonshire have areas with comparatively high incidences of multiple deprivation. • Approximately 35,000 (37%) of the resident population have first-hand experience of multiple deprivation. The key drivers of poverty identified in the legislation include income levels and the cost of living. While there are many sources of labour market information, examples provided by NOMIS4 (Office for National Statistics) illustrate West Dunbartonshire’s comparatively poorer labour market profile. The profile highlights lower levels of employment with comparatively higher rates of economic inactivity. Suggesting the need for targeted employability support to address these drivers of poverty. 2nrsscotland: Population Estimate: data-mid-year-population-estimates-2023.xlsx (accessed 26th March 2025) 3 West Dunbartonshire Council West Dunbartonshire In Numbers 2025 (accessed March 2025) 4 NOMIS West Dunbartonshire Labour Market Profile https://www.nomisweb.co.uk/reports/lmp/la/1946157435/printable.aspx?utm_ (accessed June 2025)jm Page 61
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Employment and Economic Activity: West Dunbartonshire has an economic inactivity rate of 25.1%, which is higher than both the rate for Scotland (23.4%) and Great Britain’s (21.5%). At 23.9% West Dunbartonshire has a higher proportion of workless households, a sharp rise from 17.2% in 23/24. This is higher than the figure for Scotland (17.4%) and well above the rate for Great Britain (13.9%) highlighting both the scale of local need and the gap still to be addressed. The figure for economically active in West Dunbartonshire (74.9%) is lower than both Scotland (76.6%) and Great Britain (78.5%). Of those in employment, there is a higher proportion in West Dunbartonshire reliant on part-time work (36.4%) a rise from 34.4% in 23/24. This is higher than the figure for Scotland (32.7%) and Great Britain (31.2%). A review of the NOMIS statistics reveals that the job density in West Dunbartonshire is estimated at 0.69; this is lower than the figure for Glasgow (0.83), Scotland (0.81), and Great Britain (0.85). While there are comparatively higher numbers of people out of work, there are also comparatively fewer opportunities available in West Dunbartonshire. Key point: Addressing unemployment, underemployment, and limited job opportunities remains central to tackling the ‘income drivers of poverty.’ The latest data highlights both rising worklessness and increasing reliance on part-time work, underlining why employability and income maximisation must feature extensively in our approach to reducing child poverty. Welfare Benefits The number of people in receipt of out of work benefits is a contributory factor to the level of child poverty. In West Dunbartonshire 4.3% of the population in the 16-64 years group is in receipt of out of work benefits. This is higher than the average in Scotland (3.0%) and Great Britain (3.7%) and represents 2,370 people. 18.4% of households in West Dunbartonshire are in receipt of the main benefits, this represents 10,640 people. This compares unfavourably with the figure for Scotland (13%) and Great Britain (11%). Public Health Scotland demonstrated the scale of disadvantage in their Public Health Scotland Child Poverty Statistical Report for 2024/25. Their figures showed: • 90% take up rate for the Scottish Child Payment (for children under 16) in West Dunbartonshire, this is in line with the figure for Scotland (89%). • 11,490 ‘Best Start’ payments. This includes Best Start Grants and Best Start Foods. • While access to free school meals may assist in addressing the impact of poverty only 74.9% of primary school children, although this compares favourably to the figure for Scotland (66.7%) and 52% of secondary school children eligible took advantage of the resource, comparing unfavourably to the Scottish figure (62.7%). • In 2024/25, there were 5,217 family households in receipt of Universal Credits or Child tax credits. In April 2024 - 4,210 family households were affected by the benefit cap and could not access means-tested benefits for any more than two children. • 423 children in West Dunbartonshire are homeless or threatened with homelessness. • 45 households with children or pregnant women are in temporary accommodation. Page 62
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• 26% of families were fuel poor (rate for Scotland 17%). In effect, more people in West Dunbartonshire rely on benefits for their income. However, in some cases, families are not obtaining access to the available benefits. Key point: Poverty isn’t just about low wages, but about a cluster of disadvantages; insufficient income, capped benefits, deductions from entitlements, higher living costs, and missed opportunities to access help. Addressing challenging financial circumstances and maximising access to full benefit entitlement will feature strongly in our approach addressing poverty. Child Poverty in West Dunbartonshire In 2024, 15,450 of the population were children between the age of 0 and 15 years. 11,884 children were attending school5: • 6,222 pupils in the 32 primary schools in West Dunbartonshire. 38.5% have additional support needs higher than the Scottish average (33.1%). • 5,390 pupils in the five secondary schools in West Dunbartonshire 51.4% have additional support needs higher than the Scottish average (44.8%). • 272 pupils in the three special need schools in West Dunbartonshire. Children with Additional Support Needs National evidence shows a strong link between poverty and additional support needs. Children from low-income families are disproportionately likely to be identified with ASN, and poverty itself can increase the likelihood of requiring additional support. In West Dunbartonshire, ASN pupils represent a significant share of the school population, with higher representation in our most deprived communities. Families with ASN children face double disadvantage: lower household income combined with higher costs of meeting additional needs. These children are also more likely to miss out on school trips, extracurricular activities, and digital learning opportunities, further widening the attainment gap. For this reason, children with ASN are recognised as a local priority group within our child poverty work, alongside the six national priority family types. There are numerous sources of information about child poverty; we have used the UK Government Local Child Poverty Indicators 2014/2020: ‘Children in low-income families: Local statistics 2014 to 2024’6 to illustrate the scale of child poverty. The figures were published in 2024. However, data for the scale of child poverty is notoriously difficult to reconcile to the Scottish Government’s targets. The figures provided in ‘Children in low-income families: Local statistics 2014 to 2024’ are most closely aligned with the Scottish Government’s 2030 target for families living in relative poverty, which is set at 10%. 5 Scottish Government: Pupils in Scotland: https://www.gov.scot/publications/pupil-census-supplementary-statistics/ (Accessed June 2025) 6UK Government: Local Child Poverty Indicators 2019/20 – Estimates of Rates, After Children in low income families: local area statistics 2014 to 2024 - GOV.UK (accessed August 2025) 8 Audit Scotland Additional support for learning Page 63
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These figures serve as an indication of the scale and extent of child poverty in West Dunbartonshire, and we have provided comparative statistics for the local authorities in the Glasgow City Region Area for the last eight years. This illustrates the extent and intensity of child poverty in West Dunbartonshire. It also gives an indication of the gap between West Dunbartonshire’s current position and the government target for 2030. Table 1: Children in low-income families: Local Area Statistics 2017 – 2024 Local Authority Number of children FYE 2017 Number of children FYE 2018 Number of children FYE 2019 Number of children FYE 2020 Number of children FYE 2021 Number of children FYE 2022 Number of children FYE 2023 Number of children FYE 2024* East Dunbartonshire 1,812 1,845 1,772 1,996 1,605 2,158 2,248 1,254 East Renfrewshire 1,686 1,849 1,877 2,039 1,769 2,109 2,021 1,314 Glasgow City 24,020 28,218 28,735 29,801 25,099 32,059 33,508 21,277 Inverclyde 2,023 2,148 2,193 2,221 1,701 2,616 2,821 1,587 Renfrewshire 4,091 4,017 4,057 3,716 3,541 3,823 3,672 4,091 North Lanarkshire 12,149 13,354 13,235 13,985 11,757 14,859 14,867 9,157 South Lanarkshire 8,612 9,528 9,289 9,828 8,323 10,833 11,088 6,618 West Dunbartonshire 2,974 3,494 3,458 3,582 2,934 3,900 3,900 2,251 Glasgow City Region 53,276 60,436 60,559 63,452 53,188 68,534 70,453 47,549 Scotland 148,766 165,397 164,750 173,852 146,291 189,286 194,596 118,355 United Kingdom 2,099,684 2,248,520 2,293,551 2,455,064 2,384,106 2,473,462 2,480,507 2,336254 • The number of children experiencing child poverty, by this measure, has increased each year since 2017-2023. For 2024* please note that there have also been some methodological changes this year, such as the inclusion of Scottish Child Payment Data, so comparisons with previous years’ figures should be made with caution. You can learn more about the methodology and access the statistics here. Background information and methodology: Children in low-income families: local area statistics - GOV.UK • For 2017-2023, the exception was in 2021, it is generally accepted this was because of the Universal Credit uplift of £20 a week awarded to families during the covid pandemic. The absolute numbers in Table 1 provide an indication of the scale of child poverty. Table 2 provides an insight to the comparative proportions of the population experiencing child poverty, again the methodology changes as detailed above need to be taken into consideration. Page 64
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Table 2: Children in low-income families: Local Area Statistics 2017 – 2024 (%) Local Authority (%) FYE 2017 (%) FYE 2018 (%) FYE 2019 (%) FYE 2020 (%) FYE 2021 (%) FYE 2022 (%) FYE 2023 (%) FYE 2024* East Dunbartonshire 9.6% 9.7% 9.2% 10.3% 8.2% 11.1% 11.5% 14.9% East Renfrewshire 9.0% 9.7% 9.7% 10.4% 9.0% 10.7% 10.3% 12.0% Glasgow City 24.4% 28.5% 28.8% 29.6% 25.0% 32.1% 33.5% 36.1% Inverclyde 15.7% 16.9% 17.4% 17.6% 13.7% 21.4% 23.1% 22.4% Renfrewshire 21.3% 22.8% 21.9% 23.1% 19.5% 23.3% 24.0% 21.0% North Lanarkshire 19.2% 21.2% 21.0% 22.3% 18.9% 24.1% 24.1% 24.9% South Lanarkshire 15.7% 17.3% 16.8% 17.7% 15.0% 19.4% 19.9% 19.5% West Dunbartonshire 18.9% 22.1% 22.0% 22.9% 18.9% 25.6% 25.6% 25.2% Glasgow City Region (average) 17.2% 19.3% 19.3% 20.1% 16.8% 22.2% 22.8% 22.0% Scotland (Average) 15.5% 17.0% 16.8% 17.8% 15.1% 19.7% 20.2% 22.0% United Kingdom 16.9% 18.0% 18.2% 19.3% 18.7% 20.1% 20.1% 27.8% Table 1 presents data on low-income households. Figures are shown from 2017 to 2023, allowing for year-on-year comparison. Data for 2024* are also included; however, due to changes in methodology, these figures are not directly comparable with previous years: • There are 3,900 children (aged 0-15 years) in West Dunbartonshire living in low- income families. This is the highest number since 2017. • With 2,934 children affected, 2021 had the lowest number of children in poverty. This is generally attributed to an increase in the provision of Universal Credit during the covid-19 period. • Apart from 2021, the number of children affected by poverty has risen consistently from since 2017. This is a rise of 926 children from 2,974 to 3,900. Table 2: illustrates the proportion of children in poverty in West Dunbartonshire (25.2%): • This is higher than the proportion in Scotland but not Great Britain. • West Dunbartonshire is 3.2% higher than the average for the city region. • The level of child poverty in West Dunbartonshire (25.62%) is second only to Glasgow (36.1%). • The level of child poverty in West Dunbartonshire is 13.2% higher than the best performing area in the city region (East Renfrewshire). Page 65
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Drivers of Poverty Reduction Addressing the drivers of child poverty is therefore crucial for fostering healthier, more equitable communities. ‘Best Start Bright Futures’, the Scottish Government tackling child poverty delivery plan identifies the drivers of poverty reduction as maximising income, addressing the cost of living and maximising income from social security and benefits. The Drivers of Poverty Reduction Key Point: Delivering action that contributes to the drivers of poverty reduction will be the focus of our efforts. In West Dunbartonshire children with ASN will be recognised as a local priority group within our child poverty work, alongside the six national priority family types. Addressing Child Poverty In West Dunbartonshire, both statutory and voluntary services work together to address child poverty through complementary roles. Statutory services, led by the council and NHS partners, provide financial support such as free school meals, clothing grants, holiday activity programs, and access to social security benefits, while also delivering family support through community hubs that address wellbeing, parenting, and early intervention. Voluntary organisations, including food insecurity network provide emergency food, school uniforms, holiday meals, and practical support that fills gaps and reduces stigma. Together, these services coordinate to address immediate needs, improve family resilience, and engage communities in decision-making, creating a holistic network aimed at reducing the impact of poverty on children and families. Drivers of Poverty Reduction Income from Social Security and BenefitsCosts of LivingIncome from Employment Hours worked per household Hourly Pay DebtsOther costs of living Housing Costs Reach of Benefit Levels of benefit Skills and Qualifications Labour market Availability of affordable and accessible transport. Childcare. Barriers to access Enablers (access to affordable credit, internet access, savings, assets, debt management) Take upEligibility criteria Understanding the system Page 66
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Family Prosperity Network In 2024/25 the ‘Family Prosperity Network’ was established with the explicit aim of contributing to the Community Planning West Dunbartonshire vision by addressing child poverty: ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest.’ The Family Prosperity Network (Lead Group) will draw on representatives from community planning partners, third sector organisations and employers, incorporating the voices of people with direct experience, to co-ordinate joint efforts that have an impact on poverty and disadvantage. The Family Prosperity Network aims to: • Broaden the understanding of child poverty and raise awareness of the actions and potential actions that could be taken. • Co-ordinate approaches and stimulate partnership working designed to: o Alleviate immediate hardship and crisis through cash first approaches. o Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. o Maximise income from benefits through the provision of good quality debt and money advice, guidance and representation and focussed campaigns. o Maximise income from employment through the provision of employability and learning services. • Monitor and report on progress. Key Point The Family Prosperity Network will take the lead in preparing the local child poverty annual report with Community Planning West Dunbartonshire and NHS Greater Glasgow and Clyde providing strategic oversight and scrutiny of the network’s actions. This approach will ensure that the report not only complies with the statutory requirements within the Child Poverty (Scotland) Act 2017 but will also ensure that the aims of child poverty legislation and associated actions are considered in the wider strategic and policy context. The Family Prosperity Network will encourage continuous improvement by: 1. Bringing local partners together, through the Family Prosperity Network, to work together co-ordinating activity, co-designing services and agreeing shared outcomes relating to child poverty. 2. Bringing together information from a range of sources (including statistical data, information from local delivery partners, including the third sector) to develop a greater understanding of the factors that prevent families moving out of poverty. 3. Adopting a co-ordinated approach to ensuing the voices of lived experience are reflected in the development of local priorities, policies and services. Page 67
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4. Providing pathways out of poverty in the long term, by aligning policy and planning in key policy areas, such as economic development, employability support, travel/transport, education, community-based learning and skills, housing and benefits to ensure parents and young people can access high quality support. 5. Ensuring the journey within and between the support services provided by the council, private and third sector is as seamless as possible. 6. Developing a proportionate framework of indicators to ensure progress towards shared outcomes can be understood, reported and continuously improved. Page 68
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What we have done (Key Achievements 2024/25) In 2024/25 we made progress in addressing poverty on several fronts. We maximised income from work by: • Ensuring ‘Fair Working Practices’ are conditions of employability service grants awarded by the Local Employability Partnership. • Supported 190 businesses with start-up advice through Business Gateway. • Provided 44 local people with start-up grants to assist them with their business start- up costs. • Focussing employability services on parents and supported 218 parents to secure a positive destination: employment or improved employment; apprenticeship; further/higher education; volunteering. • Supporting 537 participants to enter employment. • Staging two jobs’ fairs and a youth employability day, raising awareness of employment opportunities and encouraging parents to engage directly with employers. • Hosting a business breakfast for local employers, promoting fair working practices and highlighting support available when employing parents affected by poverty • Supported 661 unemployed and low income employed parents to access employability services tailored to their needs and those of their families, helping them move closer to sustainable work and improved household income. • Supporting 1,178 young people and adults to enter education or training, strengthening skills for future employment • Assisting 1,021 young people and adults to gain a qualification, improving employability and long-term prospects. • Delivered a volunteering project offering an accredited SCQF Level 4 qualification, followed by a paid work placement to support parents on their pathway to employment. • Successfully piloting Dignity Foundation Network (DFN) Project Search for young people with learning disabilities and/or autism, supporting them into meaningful employment pathways and helping their parents access appropriate benefits. • Delivering anchor NHS regional supplier development programme and ensuring contracts have implementable social benefit clauses. • NHS Golden Jubilee hosted a careers event in September 2024 for approximately 250 senior pupils within the West Dunbartonshire and Greater Glasgow area to showcase the career pathways available within the organisation • Throughout 2024/25, NHS Golden Jubilee and the NHS Scotland Academy welcomed school age pupils to participate in a range of events and activities to support employability including school visits and presentations. These opportunities were provided through working with partners including the Kings Trust, Skills Development Scotland and Developing the Young Workforce We maximised income from benefits and addressed crisis by: • Delivering designated Family Opportunity Hub case-managed support in schools and the community helping parents stabilise financial crises and access opportunities for learning and work. • Generating £9.2 million in additional benefits for residents in West Dunbartonshire. Page 69
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• Supporting residents to manage £1.4m in debts. • Continued development of the food insecurity network and providing grants to food banks and food pantries to support their development. • Using Scottish Government funds continue year 2 of ‘cash first’ grant assist people to address food insecurity. • Providing household grant funds for hard pressed families facing challenges. • Promoting access to Scottish Welfare fund for parents affected by poverty and disadvantage. • Facilitating a financial referral pathway for maternity services and health visitors. • Blossom Maternity Matters Service engaged with 6 clients, the service achieved £36.7k in financial gains, demonstrating strong value for those supported. • Blossom Maternity Matters Service supported women facing ill health, housing instability, and need for charitable assistance received tailored help across benefits, housing, finance, charitable support, and relationship issues. We reduced the cost of living by: • Allocating funding to cost of living initiatives that will assist families to reduce their cost of living while encouraging participating in leisure and community-based activities. o Funding summer activities for school pupils during school holidays. o Funding access to leisure facilities. o Supporting capital projects designed to reduce the cost of living. • Providing access to free period products in schools and communities throughout West Dunbartonshire. • £120,000 of funding allocated to foodbanks in West Dunbartonshire in 2024/25 to support access to emergency food aid. • Reinforcing community benefits process to focus on child poverty activity. • Maximising access to passported benefits. (School Clothing Grant, Education Maintenance Allowance and Free school meals). Reinforced our commitment to ‘The Promise,’ with action that includes: • Continued development of ‘West Dunbartonshire for Families’ hubs –providing a one-stop-shop supporting families through the 10 principles of family support. • Providing Council Tax exemption for care leavers up to the age of 26 years. • Rent abatement for care leavers in ongoing further education. • Payment of £2,500 available to Care Leavers for setting up their own first tenancy. Page 70
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What we will do in 2025/26 In 2025/26 we will address child poverty by focussing efforts on enhancing family incomes. Where relevant we will support people to overcome immediate hardship and use this as the foundation for interventions to reduce their cost of living, maximise income from benefits and improving employability skills and employment opportunities for parents, providing better education and training opportunities. Alleviate Immediate Hardship West Dunbartonshire Council provides access to a range of crisis grants including, for example, the Scottish Welfare Fund and Discretionary Housing Payments and Cash First Fund. While they do not solve the issue of poverty, they offer a safety net for individuals facing financial hardship or emergencies. The key reasons for this support centre on addressing triggers that can unbalance otherwise stable situation. We also, where appropriate, use the support to connect with those who are most disadvantaged and offer a gateway to address the underlying causes of their circumstances. The aim is: 1. To provide Immediate Financial Assistance: Crisis Grants are designed to help individuals who are facing a disaster or emergency, where there is an immediate threat to their health or safety. This can include situations like sudden loss of income, unexpected expenses, and other urgent needs. 2. To provide Support for Low-Income Households: These grants aim to support people on low incomes who may not have other means to cover essential expenses and the rise in cost of living. This helps prevent further financial instability and ensures that basic needs are met. 3. To Prevent Homelessness: Discretionary Housing Payments can help individuals cover housing costs, such as rent, to prevent homelessness. This is particularly important for those affected by policies like the bedroom tax. 4. Assist in Maintaining a Settled Home: Community Care Grants, another component of the Scottish Welfare Fund, help individuals establish or maintain a settled home, especially after leaving care, prison, or homelessness. 5. Holistic Support: The Scottish Welfare Fund takes a comprehensive and integrated approach, aiming to provide comprehensive support to individuals and families in crisis, ensuring their immediate needs are met and helping them stabilise their situation. Additional financial capability support will be provided through the Family Opportunity Hub and West Dunbartonshire Citizens Advice, offering households “financial health checks” alongside wider support services. Page 71
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The Scottish Welfare Fund can provide an immediate source of funding to support people with limited resources to overcome difficult circumstances at trigger points that challenge their resilience. It can help during emergencies to protect individuals and their families as well as providing funds to maintain a safe home or affording essential household items. In West Dunbartonshire during 2024/25: In 2025/26 we will: • Develop our methods to focus support on priority family groups likely to be affected by disadvantage. • Use our data sources to identify and link uptake of support with areas of higher comparative deprivation. • Feedback to Scottish Government about our findings on the impact of Cash First approach and the need for this type of support. • Work in partnership with the University of Glasgow’s Centre for Public Policy, engaging with the State of Poverty research project and participating in Policy Labs. This collaboration will ensure the Family Prosperity Network is informed by robust national research, supports evidence-based decision-making, and aligns local action with wider child poverty reduction priorities in Scotland. Page 72
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Cash First There are two funds being delivered by West Dunbartonshire Council that have adopted a ‘cash first’ approach to supporting families facing difficult circumstances. Both of which are predicated on the assumption that the immediate support will act as a gateway to a broader range of support designed to address the cause of the immediate hardship. These funds are: • The Household Hardship Fund – established by the West Dunbartonshire Council, ‘Cost of Living’ group. This fund has now ended. • Cash First: Addressing Food Insecurity. Funded by the Scottish Government to test ways to reduce reliance on foodbanks. Household Support Fund Established in November 2023 by West Dunbartonshire Council, the fund provides hard pressed households with a non-repayable, grant of £200 to assist them to overcome the triggers that have caused their concern. Access to the fund can be gained through ‘trusted partners. Trusted partners are community-based organisations, providing services to the local community and have direct understanding of their situation and need. Since its inception 1088 applications have been processed with £217,800 of fund has been awarded. These consist of: Table 3: Household Support Fund Grants Priority Target Group Homelessness or Threat of Eviction 131 Household with 3 or more children 121 Household with children aged under 2 86 Household with parent(s) aged under 25 32 Household with Health Issues/Disabled Person 537 Household on Low Income 842 Household with care responsibilities and/or younger carer(s) 170 Lone Parent 387 Minority Ethnic Household 46 Single Income Household (Single person) 474 Household with kinship care responsibility and/or experience in the care system 58 Individuals with no recourse to Public Funding 2 Other 43 * Many households have incidence of more than one priority characteristic. Cash First – Addressing Food Insecurity and Reducing the Reliance on Foodbanks This is a two-year project based on a strong network of organisations developing and delivering access to cash first approaches. These project support residents to address short term needs while assisting them to become more resilient and able to manage life transitions more effectively. Each household supported with a non-repayable grant of £100 with a supplement of £20 for each member of the household. Households can access the fund up to three times over the course of a year. Each individual awarded funding is also offered financial capability. This fund is open to priority family groups and in 2024/25 has processed 676 applications awarding £69,080. Page 73
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Table 4: Cash First: Reduce Reliance on Foodbanks Grant Priority Target Group Homelessness or threat of eviction 52 Household on Low Income 487 Household with 3 or more children 106 Household with care responsibilities and/or younger carer(s) 54 Household with children aged under 2 107 Household with parent(s) aged under 25 26 Household with Health Issues/Disabled Person 345 Household with kinship care responsibility and/or experience in the care system 35 Individuals with no recourse to public funding. 4 Lone Parent 254 Minority Ethnic Household 41 Other 13 Single Income Household (Single person) 320 In the forthcoming year we will: • Continue to issue ‘cash first’ grants to vulnerable households with an emphasis on supporting child poverty priority groups. • Use data sources and trusted partner network to focus attention on communities most affected by disadvantage. • Conduct a consultation of the project to measure the impact the cash first approach and financial capability offer has had on individuals/households and their reliance on utilising emergency food aid. Maximisation Income (Benefits and Debt) The West Dunbartonshire Information and Advice Partnership, led by West Dunbartonshire Council (Working4U) consists of locally based Information and Advice service providers that provides residents with coordinated, accessible financial support. The partnership works to maximise household income through benefits uptake, provide debt advice and repayment solutions, and tackle financial exclusion. It ensures that people facing hardship receive early intervention, crisis support, and longer-term guidance to build financial resilience. By pooling expertise, sharing resources, and reducing duplication, the partnership improves outcomes for individuals and families, helps prevent poverty, and supports wider community wellbeing and inclusion. The partnership collates information about key outcomes and reports these through the Local Government Benchmark Framework. Access to debt and welfare benefits advice is essential due to the complexity of the welfare system, which can lead to errors and low uptake—particularly harming disadvantaged individuals and families. A range of benefits have seen changes throughout 23/24 the most significant was the transfer of all recipients of child Disability Living Allowance (DLA) to Scottish Child Disability Payment and transfer of all recipients of PIP (personal independence payment) to Adult Disability Payment. Advice partners have been supporting residents manage this transition. Page 74
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Maximising welfare benefits can provide significant advantages for families. These advantages include: 1. Financial Support: Welfare benefits offer essential financial assistance, helping families meet basic needs such as food, housing, and clothing. 2. Improved Nutrition: increased income can ensure families have access to healthy meals, which is crucial for overall well-being, especially for children. 3. Stability During Hard Times: Welfare benefits can provide a safety net during periods of unemployment or unexpected financial hardship, reducing stress and anxiety. 4. Housing Security: Assistance with debts can help families avoid homelessness, stabilise living conditions, and create a conducive environment for children’s development. 5. Long-Term Benefits: Utilising welfare benefits effectively, including promoting uptake of the Five Family Payments through Social Security Scotland — such as the Scottish Child Payment, Pregnancy and Baby Payment, Early Learning Payment, School Age Payment, and Best Start Foods, can help families build a foundation for future stability, allowing them to set and achieve long-term goals. Overall, maximising welfare benefits can help families maintain stability, improve their quality of life, and create opportunities for growth and self-sufficiency. Page 75
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The following case study based on lived experience serves to illustrate the benefits of comprehensive support. Mrs R: Supporting a Family Through Child Poverty and Serious Illness A referral was received from WDC Education regarding a family experiencing significant hardship. The household consists of mum, dad, and two children, living in WDC rented housing. Mrs R had recently been diagnosed with a brain tumour and was experiencing multiple seizures each day. As a result, her husband had to give up work to take on full-time caring responsibilities, leaving the family without a reliable income. In addition to managing her health needs, the family were struggling to afford travel costs to hospitals for the tests required to secure a full diagnosis. Following the referral, immediate support was provided to stabilise the family’s circumstances. An Adult Disability Payment (ADP) change of circumstances was submitted on the mother’s behalf, with all necessary supporting evidence uploaded to Social Security Scotland. This resulted in a successful award of enhanced daily living and enhanced mobility components, amounting to £187.45 per week. In addition, the family were supported to apply for a range of other grants and payments to alleviate immediate financial pressures. In total, the family received £690 in one-off grants, alongside an increase of £270.75 per week in regular household income. Through cross-team working between Working 4U Money, Education, and the Scottish Welfare Fund, the family were able to stabilise their financial situation at a time of immense stress and uncertainty. This intervention not only provided essential income but also reduced the immediate impact of child poverty, helping the family to maintain stability while coping with serious illness and caring responsibilities. Financial Gain Amount MacMillian Grant £200 Cash First Fund £160 Crisis Grant £330 Carer Support Payment £83 (weekly) Adult Disability Payment £187 (weekly) Page 76
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Managing Debt Providing support to manage debt can bring numerous benefits to families, including: 1. Financial Clarity: Professional advice helps families understand their financial situation, including income, expenses, and outstanding debts. 2. Debt Reduction Strategies: Experts can provide tailored strategies for reducing debt, including budgeting, negotiation with creditors, and prioritising payments. 3. Creditor Negotiations: Advice can include support in negotiating with creditors/council for lower interest rates or more manageable repayment plans. 4. Improved Budgeting Skills: Families learn to create and maintain budgets, enabling better control over spending and making informed financial decisions. 5. Stress Relief: Understanding and addressing debt can significantly reduce stress and anxiety related to financial instability and give them confidence to make better financial and life choices. 6. Access to Resources: Families may be directed to additional resources, such as government grants or financial aid. 7. Enhanced Planning for the Future: Expert guidance helps establish a plan to achieve long-term financial stability, including saving for emergencies and retirement. 8. Improved Credit Score: Managing and reducing debt can lead to improved credit scores, enabling better loan terms and future financial opportunities. Overall, securing advice and support for debt management can empower families to regain control over their finances, reduce stress, and work towards a more secure financial future. Page 77
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Case Study Mr K Establishes a Stable Home and Supportive Environment for His Children Mr K is father of two children. The children were placed in Mr K’s full-time care. He had previously been living with his parents in another local authority, while employed locally. However, due to the ongoing instability Mr K had to take long-term sick leave, as he could no longer meet the demands of his work shift pattern. Through support from a keyworker, applications for child benefit, Universal Credit modifications, and other grants were facilitated. Collaboration with DWP and Glasgow social work ensured that Mr K’s children were recognised as part of his claim, enabling access to free school meals, clothing grants, Scottish Child Payment. Further financial support, including cash-first grants, allowed Mr K to establish a suitable home, purchasing essential white goods and beds. Discretionary housing payments and support from his housing officer also helped manage council tax costs pending the child benefit award. The impact on Mr K and his family has been profound. After nearly three months in their new home, the children are settled, engaged in school and extracurricular activities, and thriving under Mr K’s care. He has developed routines, managed a monthly budget effectively, and regained confidence and a sense of control over family life. Mr K has also taken steps to support his own wellbeing and long-term employment prospects. He engaged with Men Matters Scotland, visiting the boxing gym and becoming a volunteer, which provided a boost to his confidence and mental health. He was issued a leisure centre pass to support fitness, received a Chromebook to improve IT skills, and began working on SQA Employability qualifications. Mr K has explored career options in catering, completing food hygiene and hospitality qualifications, and is volunteering in a local charity shop. Mr K has quoted. “I am very grateful for all the help and support I’ve received. I was very worried about how all this would go with finances and I’m not good at form filling. Being supported by Working 4U has made this process very easy, and I love my wee flat, my children are happy and I’m getting there now too, I can see a happy future for me and my children.” Partnership working has been central to Mr K’s progress, involving Glasgow City Council, Loretto Housing Association, Men Matters Scotland, and SQA. With continued support, Mr K is now in a strong position to seek sustainable employment while maintaining a stable, nurturing environment for his children. Financial Gain Amount Community Care Grant £859 Cash First Fund £80 Loretto White Good Fund £180 WDC Household Grant £200 Child Benefit £123 (4-weekly) Universal Credit £1,485 (monthly) Scottish Child Payment £217 (4-weekly) Free School Meals £5.00 (£2.50 per child - daily) School Clothing Grant £240 (£120 per child – yearly) Page 78
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Progress Over the course of the year the partners achieved some notable outcomes. Table 5: Information and Advice Key Outcomes Outcome 2022/23 2023/24 2024/25 Debt Managed 1.8m £1.2m £1.4m Benefit Maximisation/Financial Gain £8.1m £8.2m £9.2m Of those supported many were from priority families likely to be affected by poverty and disadvantage. In the forthcoming year (2025/2026) we will maintain progress in alleviating child poverty by maximising benefits and managing debt and we aim to match 2024/25’s achievements. We will monitor progress by recording and reporting on the: • Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. • Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. • Reinforce referrals and support to address the cause of the hardship. Page 79
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Reduce the Cost of Living Our work to reduce the cost of living is mainly, but not solely, set within the context of three key areas: • The Integrated Children’s Service Plan. • Housing Support • The West Dunbartonshire Cost of Living Initiatives. Integrated Children's Services Plan In West Dunbartonshire there is a shared commitment to ‘Getting It Right for Every Child’ (GIRFEC). GIRFEC is an evolving process of assessment, analysis, action and review that is based on a National Practice Model. The approach supports staff who are working with children and families to identify the challenges they face and agree solutions that meet the needs of families. The West Dunbartonshire Integrated Services Plan 2023 -2026 (WDISP) provides information on how this is being carried out in West Dunbartonshire. The WDISP report is based on a partnership approach that is consistent with Community Planning West Dunbartonshire’s approach and is set around the local outcome improvement plans (LOIP) and the partnership vision of ensuring West Dunbartonshire’s children and young people: • Have the best possible start in life and to be ready to succeed. • Are successful learners, confident individuals, effective contributors and responsible citizens. • Have the same life chances for all children, young people and families at risk. Addressing child poverty is a key element in developing services that meet the needs of the community. Through the developments and delivery of services, the teams can draw on several supports that will contribute towards reducing the cost of the school day and the cost of living. These include: Page 80
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In 2024/25: Free School Meals and Clothing Grants Free nursery/school meals and the footwear and clothing grant are available for parents on low income in West Dunbartonshire and all children in Primary 1-5 are automatically entitled to free school meals and therefore do not have to apply for access. The clothing grant award for eligible primary pupils is £120 and £150 for secondary school. Educational Maintenance Allowance An Education Maintenance Allowance (EMA) is a weekly allowance of £30 payable to young people who have achieved 100% attendance each week at school. West Dunbartonshire Council will continue to review the numbers in receipt of EMA’s, ensuring it is accessible to all who require it. Our intention is to ensure that all pupils who are eligible receive the full entitlement. Young Scot The Young Scot National Entitlement Card (NEC) is one of the benefits offered the national youth information and citizenship charity ‘Young Scot.’ The National Entitlement Card (NEC) provides access to discounts that are designed to help young people make the most of their money. This includes, among other incentives, free bus travel for those aged between 5 – 21 years. Page 81
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Early Years Expansion. All our ELC settings provide 1140 funded hours for eligible children, including a free daily snack and meal. In the April 2025 census, they supported: • 160 eligible 2-year-olds • 1,599 eligible 3–4-year-olds • 138 deferred children This provision was delivered across: • 30 council ELC settings (4 for vulnerable children aged birth–2, 7 for eligible 2-year- olds, 26 for 3–4-year-olds, one for children with complex additional support needs) • 11 private providers. • 6 childminders. Early years offer provision in a range of ways to best support family’s needs and are opening of their new Faifley ELC in October 2025 which will see two of the EDCL settings, namely Lennox Faifley and Auchnacraig come together as one setting in the new campus. They will provide eligible spaces and also access to childcare for those non eligible families and families who require more than 1,140 hours at a cost of £5 per hour. Additionally, they are working on increasing access to more eligible 2-year-old places in Clydebank ELC. Seasonal Programmes West Dunbartonshire Council has committed £100,000 to support SHINE Holiday projects. This is a five- week summer activity programme for all children and young people living in West Dunbartonshire and builds on the success achieved in previous years. This two-pronged approach ensures that families with children who have severe and complex needs can access summer activities for their children which are led and supported by specialist trained staff as well as a generic holiday offer available to all. A full programme of activities has been developed and is delivered by approximately 20 community-based organisations located throughout West Dunbartonshire. An integral feature of the programme is the offer of snacks or lunch. The programme also supports the work of West Dunbartonshire Foodshare which provides brunch bags over the period. Challenging Poverty and Inspiring Change In academic year 24/25, a group of S1 pupils from St Peter the Apostle High School were supported to engage in a pilot project which challenged poverty and inspired change. This project was led by Citizens Advice, The Glasgow Policy Project and Glasgow Caledonian University, alongside Children’s Services Officers and school staff. It culminated in the production of a comic and plans to roll-out the project and learning across our service and potentially beyond. Cost of the School Day In addition to the actions outlined in the Children Services Plan, West Dunbartonshire Education Services has set out some of the key interventions available for pupils from families likely to be affected by disadvantage. These include: • Financial support is available to support families living more than two miles from the school. Page 82
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• Signposting to Whole Family Wellbeing Hubs is established, ensuring families can access support and advice with finances and free family fun and activities. • Free breakfast clubs have been established, and Early Learning Centre’s provide a free snack. In addition, ‘holiday hunger’ actions are set within school holiday programmes that are delivered in partnership with a wide range of community partners. Schools are working hard to further reduce costs for families by: • Establishing uniform, sportswear and Sacramental wear Banks in schools • Making washing products available in school. • Providing access to sanitary products and oral hygiene products. • Ensuring free school meals remain available to pupils unable to access lunch in school. • Ensuring school uniforms that are low cost and easy purchased. The Promise in West Dunbartonshire The Promise emerged from Scotland’s Independent Care Review: a comprehensive, participatory process launched in response to longstanding concerns about the experiences and outcomes for children and young people in the care system. The movement for change was driven by activism and advocacy from care-experienced people across Scotland, who sought to ensure that all children grow up loved, safe, and respected. In February 2020, the Review published its findings and recommendations in The Promise. The Scottish Parliament, with cross-party support, committed to implementing these recommendations in full by 2030 at the latest. The Promise promotes a whole-family approach, recognising that supporting parents and caregivers is crucial for ensuring children's stability and well-being. This includes financial advice, mental health support, and accessible services designed to alleviate stressors associated with poverty. At the heart of The Promise is ensuring that we are listening to children, young people and families, and particularly those with care experience. This is to better understand their experiences and ensure this informs and guides how services are developed and delivered. There are a number of anti-poverty measures in place within West Dunbartonshire to support our care experienced young people. These include: • Council Tax exemption for care leavers up to the age of 26 years. • Rent abatement for care leavers in ongoing further education (which also includes modern apprentice posts), allowing for full access to the Care Experienced bursary. • Payment of £2,500 available to Care Leavers for setting up their own first tenancy. • There is also the Care Leavers Housing Protocol, which provides care leavers with access to affordable, permanent housing. 51 young people have accessed tenancies through this route since 2019, and 85% of young people have remained in their tenancy. • On top of the universal offer of funded early learning and childcare from age 3, care experienced parents can access funded early learning and childcare for their child from age 2. Funded early learning and childcare is also available for 2-year-olds who have care experience. • Free leisure passes are available for young people with care experience age 12-26. Page 83
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In 2024 West Dunbartonshire HSCP was awarded £160,000 of Corra Promise Partnership Funding to create a participation project for children, young people and families around the Promise, as well as creating a data project to ensure we are gathering and measuring the data that is important to children, young people and families. We have commissioned these projects to Action for Children and the Children and Young People's Centre for Justice (CYCJ) respectively. The Voices of the Promise project is the result of this funding and has already achieved lots in their first 9 months. In 2025/26, The Promise will focus on strengthening support for kinship carers and tackling child poverty, including earlier financial interventions, continuation of hardship funds, and the launch of the West Dunbartonshire Family Prosperity Network. Alongside this, efforts will expand employability and mentoring opportunities for care-experienced young people through closer links with community justice services, specialised training with Barnardo’s and Skills Development Scotland, and enhanced outreach to kinship carers. The priorities around poverty for the coming year within The Promise are set around supporting the re-design of our whole family support services and ensuring that anti-poverty strategies and approaches are integral to how these supports operate. These include • Prioritise reducing living costs, maximising income through benefits and employment, and providing immediate support to families in hardship. • Continue financial aid programmes such as the Energy Hardship Grant and Cash First Fund. • Increase referrals of kinship carers and deliver earlier financial stability interventions. • Strengthen links with community justice services to better support care-experienced individuals. • Deliver mentoring training with Barnardo’s and Skills Development Scotland. • Provide targeted employability programmes (e.g. Thrive Youth Employability, apprenticeships, employer incentives). • Expand outreach to kinship carers, ensuring equal access to information and support. In 2025/26, the Family prosperity Network will: • Work towards reinforcing our efforts to reduce the cost of the school day. • increase the uptake of free school meals, education maintenance allowance and ‘Young Scot’ national entitlement among priority family groups. • identify areas that have the highest levels of disadvantage to focus effort on uptake of the benefits in these areas. • Building on our engagement with people affected by poverty, to best understand lived experience and use co-production to reshape, join up and improve service development and delivery. • Promote uptake of 1140 hours childcare. • Review and reinforce The Promise aims, objectives and outcomes. Page 84
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Housing and Support The cost of housing has a significant bearing on levels of poverty, and as such, housing provision, management, and associated services are vital tools in reducing poverty. The Local Housing Strategy sets out how West Dunbartonshire Council and its partners address housing challenges and opportunities, with a 10-point success plan that directly contributes to tackling the drivers of poverty. In 2024/25, the Council strengthened this approach through a range of actions to support families most at risk of disadvantage. These included: • Affordable Housing Supply – delivery of new high-quality, energy-efficient homes through the More Homes West Dunbartonshire programme, supporting families into secure and affordable tenancies. • Homelessness Prevention and Rapid Rehousing – implementation of the Rapid Rehousing Transition Plan (RRTP) to reduce the time families spend in temporary accommodation and improve tenancy sustainment. • Financial Assistance – provision of targeted support through Discretionary Housing Payments (DHPs) and Scottish Welfare Fund Community Care Grants, helping families cover housing costs and maintain settled homes. • Tackling Fuel Poverty – investment in energy efficiency improvements across the housing stock in line with EESSH2, reducing fuel poverty and lowering living costs for low-income households. Together, these actions ensure that housing continues to play a key role in reducing child poverty across West Dunbartonshire by lowering household costs, providing stability, and improving long-term wellbeing for families. Page 85
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Maximise Income from Employment West Dunbartonshire Local Employability Partnership, led by the Council (Working4U Service), was established to co-ordinate local employability services. The ‘West Dunbartonshire Local Employability Partnership’ supports sustainable inclusive economic growth by helping residents maximise their potential and access fair work opportunities. We do this by: • Providing specialist employability providers with grants to deliver tailored support. • Offering high-quality advice on employment, training, and career pathways. • Helping residents build skills, confidence, and resilience to overcome barriers to work. • Supporting vulnerable families with targeted help to improve household income and reduce the risk of child poverty. Over the last three years, the Partnership has set ambitious stretch targets that take account of local socio-economic challenges, as well as the resources available to address them. Table 6 Employability Progress Indicators Progress Indicator 2021/22 2022/23 2023/24 2024/25 Total number of local people being supported through apprenticeships and in-work progression 288 373 362 367 Number of local people entering education or training 993 1,469 1,064 1,178 Number of local people gaining a full qualification 580 756 867 1,021 Number of local people entering employment 420 421 439 537 We have made significant progress in helping parents overcome the barriers that prevent them from securing employment and maximising their income through work. Through initiatives such as No One Left Behind, the UK Shared Prosperity Fund, and upskilling opportunities provided through Skills Development Scotland Modern Apprenticeship contracts, 661 unemployed and low-income parents accessed employability services tailored to their needs and those of their families. These services have supported parents to move closer to sustainable employment and improved household income. A substantial proportion of those supported were families most likely to experience poverty and disadvantage. Table 7 provides a breakdown of the priority groups reached through this support: Table 7: Priority Groups Supported Priority Groups Supported 2023/24 2024/25 Lone parent 193 240 Disabled child/family member 92 137 3+ children 79 114 Minority ethnic 44 75 Parent under the age of 25 27 37 Child under 1 year 22 40 • Of the 661 parents supported in 2024/25, 643 were from priority groups. Parents can fall into more than one category (for example, a lone parent may also be under 25), meaning the same individual may be counted in more than one group. Page 86
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• Lone parents represented the largest group supported, followed by families including a disabled child or family member. • It should also be noted that the total number of parents supported from priority groups increased from 457 in 23/24 to 643, representing a rise of approximately 41% While we have supported, and will continue to support, significant numbers of parents to secure positive outcomes and improvements in their lives, the impact on their lives is clear. These benefits include: 1. Financial Stability: securing work provides a steady income, reducing financial stress and improving living conditions for the family. 2. Improved Quality of Life: With better income, parents can afford better housing, nutrition, healthcare, and education for their children, enhancing the overall quality of life. 3. Positive Role Model: Achieving a qualification and career success sets a powerful example for children and break the cycle of poverty. 4. Increased Self-Esteem: Gaining qualifications and securing a job can boost self- confidence and a sense of accomplishment, leading to a positive outlook on life. These benefits are clearly illustrated in ‘Miss B’s Journey’ an employability case study: Miss B: Support to gain financial Stability and Improved Prospects for Her Family Miss B, a mother of four, was working part-time while her partner remained economically inactive due to health issues. The family lived under immense financial pressure, compounded by two of the children’s significant health conditions: one had a rare illness requiring frequent hospital care, and another diagnosed with a developmental language disorder (DLD), preventing him from attending mainstream school. Her partner also suffers from DLD as well as depression and anxiety. With her son frequently unwell and unable to attend school, Miss B was taking time off work to provide care. She felt exhausted, overwhelmed, and unsure of the future. At our first meeting, Miss B shared her concerns about the family’s circumstances, including her fear of migrating from tax credits to Universal Credit, worried it might leave her worse off. A referral was made to the benefits team for more detailed advice, while immediate support was provided through successful applications for short-term ‘cash first’ and household grants to relieve urgent financial pressures. Recognising the strain of balancing work and caring responsibilities, Miss B eventually decided to leave her job. A joint Universal Credit application was made, including housing and child elements, followed by disability benefit applications for her two sons and Adult Disability Payment for her partner. Both Miss B and her partner also applied for Carer’s Allowance. With winter approaching, and given her son’s respiratory condition, further applications for fuel vouchers and cash-first support were made to ensure the family home could be kept warm. This coordinated approach led to successful outcomes: all benefit applications were approved, with a backdated payment of £5,000 awarded from Social Security Scotland, as well as Carer’s Allowance and enhanced mobility payments. This provided the family with much-needed stability and enabled them to access a new family mobility car, significantly easing day-to-day life. Page 87
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Miss B: Support to gain financial Stability and Improved Prospects for Her Family With finances stabilised, focus shifted towards quality of life. The family received a summer leisure pass, giving them opportunities to enjoy time together and access facilities suitable for all children, including sensory activities. Attention then turned to housing, as the family’s current home was overcrowded and unsuitable for their son’s health needs. A successful Community Care Grant application funded new carpeting throughout the property, and a housing application with medical priority was submitted and accepted. The family are now waiting for a suitable housing offer. Importantly, Miss B also began to focus on herself beyond her caring role. She became an active participant in Working 4U’s parental engagement classes, including sessions on Health & Wellbeing, Personal Development and cooking on a budget. She also successfully completed a food hygiene qualification, further building her skills and confidence for the future. Miss B stated that. “. I was cautious about asking for help and using this service. Working 4U Key worker was very welcoming, understanding and made me feel very comfortable without feeling judged. She has gone above and beyond to get to know not only my struggles but also the individual extra needs of my children. I was introduced me to services that I didn’t know where there or I was entitled to and has no idea how much this has helped my family.” Through a combination of financial stability, improved living conditions, and access to personal development opportunities, Miss B and her family are now in a far stronger position, with hope for a more secure and positive future. Financial Gain Amount Child Disability Payment £295 (weekly) Cash First Fund £400 WDC Household Fund £200 Child Benefit £123 (4-weekly) Universal Credit £3,312 (monthly) Community Care Grant £750 Family Summer Leisure Pass £160 In the forthcoming year we aim to consolidate the achievements to date and continue supporting parents in their journey towards and into employment. In 2025/26 we will: • Work through the Family Prosperity Network (FPN) data group to focus efforts on communities facing the highest levels of disadvantage, building on the 41% increase in support for priority groups achieved this year. • Collaborate with external employability service providers to ensure their interventions support the most vulnerable and that they meet fair work standards. • Strengthen the role of the local employability partnership in encouraging access to opportunities for vulnerable residents within anchor organisations. Page 88
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• Continue to build on and design services with a focus on priority groups to ensure continued progress. Assuming a similar level of No One Left Behind, UK Shared Prosperity Fund, and Skills Development Scotland Modern Apprenticeship contracts, we anticipate that we will: • Support 200 people through apprenticeships and in-work progression. • Support 1,178 people to enter education or training. • Support 1,021 people to achieve a qualification. • Support 218 parents to secure a positive destination, including employment or improved employment, apprenticeships, further/higher education, or volunteering. • Assist 400 people to secure employment. Summary The Child Poverty (Scotland) Act 2017 requires Local Authorities and Health Boards to jointly prepare and publish annual Local Child Poverty Action Reports (LCPARs). The report should illustrate action that will contribute to the reduction of child poverty. Specific emphasis should be placed on income maximisation for families with children and those families whose income/expenditure is adversely affected because of a member’s protected characteristics. We have identified, throughout the report, activity and services in West Dunbartonshire that are designed to achieve that aim. We will co-ordinate these efforts through the Family Prosperity Network and will report progress through Community Planning West Dunbartonshire. Our Planned approach and measures of success are outlined in Appendix 1 and 1a. Page 89
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Appendix 1: Family Prosperity Network Objectives and Approach Community Planning West Dunbartonshire (CPWD) Vision ‘To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest.’ Family Prosperity Network Aim: To work in partnership through the Community Planning West Dunbartonshire to reduce the level of child poverty in West Dunbartonshire and bring it closer to the City Region average. Objectives: We will do this by improving our understanding and raising awareness of how poverty affects families and children and by addressing the drivers of poverty through partnership working. Our focus will be placed on actions to: • Alleviate immediate hardship through cash first approaches. • Reduce the cost-of-living for families with children with specific emphasis placed on those most in need. • Maximise income from benefits through the provision of good quality debt and money advice, guidance and representation and focussed campaign. • Maximise income from employment through the provision of employability and learning services Our approach: The Family Prosperity Network will take the lead in co-ordinating efforts that aim to have an impact on addressing the drivers of poverty and reporting progress. Working alongside the Community Planning Partnership Delivery Improvement Groups and existing partnerships we will use the available knowledge and expertise to investigate the lived experience and impact of poverty on parents and children’s lives and work together to mitigate that impact by addressing the drivers of poverty (crisis, income, costs). The Family Prosperity Network will collate information provided by existing partnerships and organisations to illustrate what has been done and what will be done to alleviate child poverty. This will inform priorities for action; provide content for the Local Child Poverty Annual Report; and form the basis of progress reports for the Community Planning West Dunbartonshire Management Board. WDCPP: Nurtured, Flourishing, Safe, Empowered, Independent West Dunbartonshire Council (W4U)/ NHS GG& Clyde lead with Key partnerships input from: Community Empowerment WDCVS The Food Insecurity Network Cash First Project (Reduce the cost of living alleviate immediate hardship and cash first fund – understand lived experience) Children and Families Integrated Services Education Services The Promise SHINE Programme (Reducing the cost of living, for example reducing the cost of the school day - alleviate hardship-) Health and Social Care NHS GG&C Golden Jubilee Health Improvement Team Social Care Services Community Justice Targeted actions and Opportunities/understand lived experience. Benefit and Debt Information and Advice partnership. Working4U Citizens Advice Bureau Social Security Scotland DWP (maximise income from benefits) Economic Development, Local Employability Fair Work Employability Social Benefit (maximise income from work) West Dunbartonshire Crisis support and Cost of Living Initiatives Welfare Funds Discretionary and Passported benefits (Alleviate hardship reduce the cost of living) Housing Solutions Partnership WDC Housing Services RSL (Alleviate Hardship/Trigger events) Success: Specific Actions to address drivers of poverty and progress indicators: Residents understanding what’s available and report improvements in their quality of lives because of support Page 90
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Appendix 2: How we will know we are successful We will now we have been successful when parents can tell us that they know where to go to obtain help, they find the services relevant, and they are confident that help will assist them to make the changes they need to address their circumstances. Importantly, they can also report that they have improved the quality of life for themselves and their children. Meanwhile, the Family Prosperity Network has established several indicators that will demonstrate the outcome of actions that we are taking to address child poverty. We have grouped these into categories based on the drivers of poverty reduction and set them alongside our aim to stabilise household circumstances. These are the baseline indicators; further indicators will be developed as new approaches are established. Alleviate Immediate Hardship • Number of families from priority groups receiving support through the Scottish Welfare Fund and Discretionary Housing Payments. • Number of families from priority groups receiving support through the West Dunbartonshire Household Hardship Fund. • Number of families from priority groups receiving support from the West Dunbartonshire ‘cash first’ initiative funded by the Scottish Government. Income from Employment: • Number of parents from child poverty priority groups supported employability initiatives. • Number of parents from priority groups receiving training. • Number of parents from priority groups securing a qualification. • The number of parents from child poverty priority groups into work. • The number of parents from child poverty priority groups into work in anchor institutions (including NHS and local authorities), from child poverty priority groups. • Number of Modern Apprentices recruited from child poverty priority groups. Income from Benefit • Total verified financial gain for clients from households with dependent children accessing local authority funded money and welfare rights advice. • Total number of clients from households with dependent children accessing local authority funded money and welfare rights advice due to debt, and total debt owed. Cost of living • The proportion of parents not making full use of 1140 hours, by priority group parents. • The number of eligible parents who uptake entitlement to 2-year-old places at ELCC. • Proportion of priority families in receipt of passported benefits and child benefits. • Number of households with dependent children in Council Tax arrears. • Number of households with dependent children in rent arrears, living in social housing. • Number of patients (pregnant women, families with children) referred to money and welfare rights advice from the following settings: Midwifery; Health Visiting; Family Nurses and GP settings (and financial gain for those referred). Page 91
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Appendix 3: NHS Greater Glasgow and Clyde Addressing Child Poverty The following tables provide an overview of activity carried out by NHS Greater Glasgow and Clyde that is designed to address child poverty. Table 8: NHS Greater Glasgow and Clyde Employability Programmes Summary of activity 2024/25 Plans for 2025/26 Three main themes continue to be the focus - Apprenticeships, Academy and Careers. -Annual graduation and recognition event took place Sept 2024 with 42 individuals graduating. -Apprentice ambassador role promotes activity through participation at careers events e.g. pathways event Feb 2024 SAW 2025, job coaches x 2 commenced to provide enhanced support to young people in apprentice roles. -First NHSGGC apprentice survey took place in Nov 2024 to gather feedback on experience and shape future priorities. -GA in Business Management saw growth for internal upskilling of staff and apprenticeship planning aligns with NHSGGC workforce plan. -Apprentice pathways event in Feb 2025 had 575 attendees from senior phase pupils. This also included two x Academy programmes completed. -Review now on new format to align with HCSW career pathways, Project Search continued with annual intake in August 2024. Continuation of three themes directed by workforce priorities in NHSGGC workforce plan, Anchor Plan and engagement with partners through the LEPs. Exploring model of paid placements through LEPs and other partners. Page 92
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Summary of activity 2024/25 Plans for 2025/26 -Engagement with DWP, DYW, LEPs and Kings Trust. Entry level roles visible at DWP job fayres supported by Facilities and Admin service leads. -Connection to Fairer Futures and Clyde Gateway in readiness to support outcomes identified to support employment opportunities in the priority areas. -Careers promotion continues in Get Ready format covering senior pupil access to nursing, podiatry, physiotherapy and medicine. -Participation in Scottish Careers week Nov 2024 and March 2025 online events to support SAW (Scottish Apprenticeship Week). -MCR Pathways mentoring continues. Table 9: NHSGGC as a Service and Contract Procurer NHS GGC as a procurer Summary of activity 2024/25 Plans for 2025/26 Broadly we have been able to continue activity since last year, with some key highlights below: Affiliate membership of the Supplier Development Programme; NHSGGC Procurement attendance at local and national "Meet the Buyer" events; bespoke Procurement Development Programme increasing the awareness and use of the Community Benefits Gateway and supporting small and supported businesses Renewed affiliate membership of the Supplier Development Programme; attend local and national 'Meet the Buyer' events; target percentage 14% of NHSGGC trade spend to local suppliers, Procurement Strategy 2025-28 with corporate social responsibility being a key priority area, with community benefits clauses in local contracts Page 93
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NHS GGC as a procurer Summary of activity 2024/25 Plans for 2025/26 Community benefits: Increased partnership working between NHSGGC Procurement, Public Health (Health Improvement), Supplier Development Programme (SDP), Glasgow Council for Voluntary Sector (GCVS), and Third Sector Interface to improve awareness and use of Community Benefits Gateway (CBG) among Third Sector Organisations and NHSGGC suppliers. Bespoke webinars delivered by SDP, proactive support from Health Improvement team to individuals using the CBG portal Continue to promote community benefits grant (CBG) toolkit to TSOs in partnership with GCVS, continue to engage with NHSGGC commodity managers to raise awareness of community benefits; continue offering proactive support to individuals accessing the CBG portal Table 10: NHSGGC Family Friendly Working To support employees with families at risk of child poverty NHSGGC has a range of family friendly working policies Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 Staff Hardship Fund available to NHSGGC staff; Delivery of HES and Credit Union sessions; Regular updates of All About Money webpage and app development; Promotion of activities and resources via core brief, Staff Hub, staff events, leaflets, posters - throughout the year and more intensely during Staff Money Worries Campaign in Oct 2024; quarterly Payslip messaging about money advice support Staff Hardship Fund has been accessed by NHSGGC staff. -10 HES sessions (73 participants) and 12 Credit Union sessions (66 participants) accessed by staff. -Staff Money Worries campaign delivered. Work will continue to deliver of Staff Hardship Fund. There will also be a focus on: -Delivery of Staff Hardship Fund -Deliver HES and Credit Union sessions, with addition of Managing Your Money Better & Financial Resilience sessions Page 94
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- 'All About Money' webpage updated with resources and links -Staff Money and Advice app developed in partnership with the Right Decisions Development service - link has been added to the ‘All About Money’ webpage. -Training in ‘Supporting Staff Financial Wellbeing- What you can do to help’ delivered to NHSGGC HR staff in November 2024 These tools now mirror each other giving more accessibility to staff. -Deliver ‘Supporting Staff Financial Wellbeing- What you can do to help’ sessions to NHSGGC Payroll managers -Maintain quarterly payslip messaging about money advice available -Regular updates to All About Money webpage as required -Continue promotional activities to raise awareness of support and resources available Table 11: NHSGGC Royal Hospital for Children Money and Debt Service Royal Hospital for Children - Money and Debt Advice Service Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 The Money & Debt with advocacy service supports any families who have a child as an inpatient or who attend the hospital as an outpatient. It sees families from all six target groups as identified in BSBF, SG child poverty delivery plan, 2022. The service works closely with families who often experience major life changing circumstances due to a child being born with a medical condition, or a child suddenly becomes unwell, or they are diagnosed with a lifelong There was a total of 198 referrals into the service during 2024/2025 with a total 283 repeat clients also seen. There was a total of £2,085,135 in financial gains and a total of £582,735 in debt, housing and non-housing managed. Of those who used the service 54% had an annual income of <£15k before seeing the service and were living in poverty. 81% of those who used the service identified as having a disability with the service reaching families with a total of 115 children (<16) who also had a disability. 33% of those who The service was recently successful in securing funding for the 2025/26 financial year through a competitive application to the Glasgow Children’s Hospital Charity. This funding is a positive step forward and reflects the value and impact the service continues to deliver to children and families. However, despite this success, the current allocation does not fully cover the operational costs required to sustain the service throughout the entire year. As a result, work is actively ongoing to identify and secure additional funding sources to address this financial shortfall and ensure the Page 95
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Royal Hospital for Children - Money and Debt Advice Service Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 or life limiting illness. These Parents often become Carers, and they are faced with increasing and additional costs of caring for a child with a disability or lifelong or life limiting illness. used the service were BME and 13% required a translator for their appointments. 84 service users from Glasgow City 3 from East Dunbartonshire 7 from East Renfrewshire 6 from Inverclyde 14 from Renfrewshire 2 from West Dunbartonshire. There were 82 referrals for families out with NHSGGC. service can operate at full capacity for the duration of 2025/26. In line with its established approach, the service will continue to engage and collaborate with all key stakeholders through its dedicated multi- disciplinary steering group. This group includes representatives from the Glasgow Children’s Hospital Charity, internal staff across departments, external professionals, and—crucially—the families who access and benefit from the service. This collaborative model ensures that a wide range of expertise and lived experience informs service planning, delivery, and ongoing improvement. Central to the service’s ethos is a commitment to placing the voices and experiences of families at the heart of everything it does. The insights and feedback gathered from the children and families supported by the service will continue to play a pivotal role in shaping priorities, guiding enhancements, and ensuring that the service remains responsive, compassionate, and effective in meeting the needs of its users throughout 2025/26. Page 96
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Table 12: NHSGGC Special Needs in Pregnancy Maternity Matters Debt and Advocacy Blossom - Maternity Matters Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 Maternity Matters is a specialist money, debt, and advocacy service that supports women— and, where appropriate, their families—who are accessing the Blossom Maternity Service in Glasgow. The service is designed to assist women experiencing multiple vulnerabilities, including those with disabilities, from Black, Asian and Minority Ethnic (BAME) backgrounds, single parents, and pregnant women from priority groups identified in Best Start, Bright Futures and the Scottish Government’s Child Poverty Delivery Plan. Each woman is supported to develop a personalised action plan, with an advocate assigned to help implement the plan and provide ongoing support. This includes facilitating engagement with additional services, with support typically continuing for a minimum of three months and often longer, depending on individual needs. Maternity Matters adopts a genuinely person- centred approach, building trust and working A total of 155 referrals were made to the service during 2024/25 and a total of 154 repeat clients were also seen. 25% of new clients seen had an annual income of <£6k, 36% had an annual income of <£10k and a further 19% had an annual income of <£15k. Only 20% of new clients seen had an annual income >£15k to £40k.Therefore 80% of those the service has seen would be classed as living in poverty before seeing the service. 61% of service users identified that they had a disability. Financial gains were a total of £660,836.53 and a total of £198,801.68 in both housing and non-housing debt was managed for clients. A total of 31% of new service users were BME and a total of 30% of service users needed an interpreter to engage with the service. 23% of those who used the service were <25 years old. 35% of service users were single parents and a total of 138 travel cards were provided to women who had no money to pay for travel to their Maternity Appointments. The service will be fully funded by Public Health for the 2025/26 financial year. We will continue to collaborate with partners through the established multi-disciplinary steering group, which includes representation from Glasgow Children’s Hospital Charity, Money Matters, maternity staff, and— critically—pregnant women and their families. The service will maintain its holistic, person- centred approach, addressing the wide-ranging needs of the women it supports. Every individual accessing the service will receive a comprehensive benefits and welfare rights assessment, alongside an income maximisation check. Support will also be provided for managing debt, accessing energy assistance, and securing direct grants to prevent disconnection from essential utilities such as heating and lighting. In addition, the service offers tailored support for housing challenges, access to emergency food and Foodbanks, and guidance in applying for relevant grants. For women who are ready, the service also provides pathways to education, training, and Page 97
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Blossom - Maternity Matters Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 in close partnership with NHS settings, particularly the Midwifery team. Many of the women supported by the service face barriers such as low literacy levels or limited English language skills, making financial management and understanding financial information particularly challenging. Additionally, low digital literacy can hinder their ability to meet Universal Credit claimant commitments, compounding the financial difficulties they face. HSCP BREAKDOWN: Glasgow City - 131 ED, ER, Ren & WD - 9 (data have been consolidated as individual numbers are small) Out with NHSGGC - 15 (data have been consolidated as individual numbers are small) employment opportunities—supporting long-term financial security and independence. Page 98
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Table 13: NHSGGC Black and Ethnic Minority Maternity Support Black and Minority Ethnic (BAME) maternity Summary of activity 2024/25 Plans for 2025/26 Interpreting, continuity of carer, birth planning, stillbirths, alongside maternity unit use trends are now regularly analysed by ethnicity and SIMD. This analysis is demonstrating further concerted efforts are required to meet the needs of pregnant BME women and women living in poverty. Where negative trends are found, improvement plans are put in place. For example, NHSGGC has found a relationship between a number of factors, including lack of interpreting and stillbirths. There are a wide range of actions in place to improve maternity services approach to interpreting. A new maternity communications group has been set up, which reviews how accessible information is in NHSGGC and addresses accessibility of innovations. Leadership training on anti-racism has covered poverty issues and frontline staff training is planned. Actions to address structural barriers in the maternity pathway for the BAME community and those living in poverty include issuing and marketing a patient interpreting code to ensure access to the telephone triage system; development of a simple step by step guide to NHSGGC maternity services; review of patient facing materials, including the Badgernet app, in community languages; improvement plan for areas of care not meeting the needs of BAME women (e.g. Birthplans); improvement plan for patient engagement; and developing a staff training plan. The review of NHSGGC’s Maternity Strategy offered an opportunity to review the maternity pathway for BME women and planning is underway to carry out a suite of Equality Impact Assessments to ensure the pathway is accessible to all. Table 14: NHSGGC Money Worries in Maternity Raising the issue of money worries in Maternity Services Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 Maternity training for Newly Qualified Midwives and core staff was paused during the reporting period and will be discussed through the new Public Health Maternity Forum (PHMF). In addition, referral activity has been affected by the closure of some local financial Baseline and follow up referral data is being extracted from Badger net to track progress. Data from local FI service providers for each HSCP/sector show the following direct referrals from maternity services The newly established Public Health Midwifery Forum (PHMF) will lead on delivering key public health priorities for 2025/26, initially focusing on smoking, alcohol, equalities, and breastfeeding in year one. Plans are in Page 99
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Raising the issue of money worries in Maternity Services Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 inclusion services (this process took place in Q3). as follows. Referral activity been impacted by the closure of some local FI services: HSCP 23/24 24/25 North East Glasgow 157 155 North West Glasgow 237 120 South Glasgow 176 125 East Dunbartonshire 0 0 Inverclyde 2 0 Renfrewshire 11 0 West Dunbartonshire 49 26 East Renfrewshire 5 1 place to expand the focus in year two to include additional priorities such as poverty, gestational diabetes (GDM), and Vitamin D uptake. Table 15 NHSGGC Health Visitor and Money Worries Raising the issue of money worries in early years (HWC) Health Visiting Services. Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 In 2021/22, a financial inclusion (FI) quality improvement (QI) practicum, supported by the Scottish Government, was carried out within one Health and Social Care Partnership (HSCP) area in Glasgow City Council (GCC). The aim of the pilot was to increase This is the core financial Inclusion service for NHS staff to refer families to for income maximisation. There were 2,440 referrals with an estimated £2.6 million gain in unclaimed benefits and other financial supports. Overall activity—both in terms of referral Efforts will continue to fully embed and operationalise the pilot work, with a particular focus on enhancing staff practice when completing financial inclusion referrals within the Page 100
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Raising the issue of money worries in early years (HWC) Health Visiting Services. Summary of activity 2024/25 Outcome/activity data for 2024/25 by HSCP, including comparison with previous years Plans for 2025/26 financial enquiries and referrals to support services within Health Visiting teams. Following the successful completion of the practicum, key learning and outcomes from the pilot have since been adopted and implemented more widely across the board area. The QI approach has been instrumental in helping to standardise the financial inclusion referral process within the EMIS system. As part of this, dedicated FI referral forms have been developed and made available for each HSCP, ensuring a consistent and accessible process for Health Visiting (HV) teams. All necessary paperwork is now embedded within EMIS, supporting streamlined referrals and improved access to financial support for families across all HSCP areas. Ongoing testing and refinement of the process continues across NHS Greater Glasgow and Clyde (NHSGGC), with a focus on ensuring consistency, usability, and effectiveness. This work plays a key role in supporting the delivery of the Universal Health Visiting Pathway across NHSGGC, strengthening the integration of financial wellbeing into early years care and ensuring that families receive timely support when it is most needed. rates and financial gains—declined over the last financial year, largely due to the closure of some local financial inclusion (FI) providers. However, despite this overall decrease, four HSCP areas reported increases in activity. Data from local FI service providers for each HSCP show the following direct referrals from Health Visitors as follows: HSCP 23/24 24/25 North East Glasgow 716 443 North West Glasgow 583 286 South Glasgow 1138 606 East Dunbartonshire 70 91 Inverclyde 0 0 Renfrewshire 178 183 West Dunbartonshire 28 35 East Renfrewshire 72 90 EMIS system. Ongoing support will also be provided through targeted Child Poverty training to strengthen staff confidence and understanding in this area. Throughout 2025/26, data will be regularly reviewed to monitor progress and evaluate the impact of financial inclusion activity. Page 101
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads & Neighbourhood Infrastructure, Regeneration and Economic Development Committee 12 November 2025 ___________________________________________________________________ Subject: Waste Strategy Progress Update 1. Purpose 1.1 The purpose of this report is to update Committee on progress against the key actions identified in the Waste Strategy Action Plan, which provides an overarching route map to achieve our regulatory and legislative targets. 2. Recommendations 2.1 It is recommended that Committee notes the progress on delivery of the key actions set out in the Waste Strategy Action Plan attached in Appendix 1. 3. Background 3.1 In 2023 Committee approved the 5 year Waste Strategy that set out the aims of the service and the key deliverables required to achieve the ambitious targets set out by the Scottish Government. 3.2 The Scottish Government places duties on all public bodies to contribute to waste reduction targets, deliver programmes to increase resilience, and to act in a more ‘sustainable’ way. The strategy is underpinned by a suite of actions which supports delivery and allow for more effective reporting. 3.3 The Waste Strategy Action Plan is broken down into sections which includes actions to: Maximise our recycling opportunities that support the circular economy Develop a Waste Transfer Station Prepare for the Deposit Return Scheme Implement the action plan from the Fit for the Future review Implement a communication strategy to engage and inform communities and businesses Maximise opportunities from appropriate term waste disposal contracts 4. Main Issues 4.1 The Council adopted the Climate Change Strategy in November 2020. One of the themes focused on waste and the circular economy. To contribute towards meeting the targets locally and nationally, the Council developed a Waste Strategy as a route ITEM 12 Page 103
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map to 2025 and beyond. Our vision is an overarching strategy that will set the foundation for a plan of action and a response to changing legislation. 4.2 The Waste Strategy aims to maximise the environmental, community and financial benefits from the waste the council produce, which will also help the council to comply with the statutory obligations, as set out in the Waste (Scotland) Regulations 2012, which includes a ban on the landfilling of biodegradable waste by December 2025 and working towards meeting the ambitious reuse and recycling targets set by the Scottish Government. 4.3 The Waste Strategy looks at the following key principles. These are: Mitigation - Contribute to reduction targets directly, and indirectly through wider functions such as waste reduction and improved recycling performance. Adaptation - Deliver measures that reflect changing legislation and increase resilience. Sustainability - Consider social, economic, and environmental impact of all activities, policy decisions, and strategy. 4.4 The overall themes of the Waste Strategy are: • preventing waste at source • enhancing recycling services to maximise recycling as close to source as possible • maximising the value of the remaining waste • driving efficiencies across the service • engaging communities and ensuring services are fit for future The activities are subject to ongoing and regular review to ensure they achieve their sustainability objectives and continue to demonstrate best value. 4.5 Successful implementation of the Waste Strategy requires internal governance at both strategic and operational levels. To ensure that the Waste Strategy is delivered effectively, a waste project board has been established involving Trade Unions and senior management from each council service area, ensuring shared responsibility. 4.6 The Waste Strategy Action Plan is monitored and reviewed by the waste project board and progress on actions updated. Every 5 years it will go through a full progress review and an updated Strategy will be published as a result. 4.7 Maximise our recycling opportunities that support the circular economy – recycling performance improvements In order to implement the actions required to improve recycling performance, waste services have worked in partnership with Zero Waste Scotland to establish a more effective collection model. Although the council has achieved significant improvement on our recycling figures from 35% to approaching 50% in the past year the service anticipate further improvement with the implementation of the prioritised recycling collection model in November 2025. Page 104
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4.8 Net Zero Cooperation Agreement In November 2024 West Dunbartonshire Council entered into a Net Zero Cooperation Agreement with Glasgow City Council. The agreement provides both local authorities with the opportunity to share knowledge and resources while working collaboratively to achieve joint goals. This has resulted in actions being progressed that have benefited both councils. A key area for noting is the processing and disposal of our residual waste. This cooperation has resulted in cost, resource and time savings for waste services. The council has seen an increase in recycling performance, eliminated duplication by working together collaboratively and increased operational efficiencies. In addition both councils have jointly developed solutions to key waste treatment issues such as the disposal of persistent organic pollutants whilst sharing lessons learnt and experience to support the implementation of key service changes. 4.9 Compliance with Landfill ban The Net Zero Cooperation Agreement has also ensured the council is compliant with the landfill ban on biodegradable municipal (residual) waste in advance of the December 2025 deadline. The waste is converted to usable energy through incineration. 4.10 Develop Waste Transfer Station This project has been paused as implementation of the Net Zero Cooperation Agreement has provided sufficient capacity and resilience. This will be monitored. 4.11 Deposit Return Scheme It is anticipated that the scheme will be implemented in 2027 and the service will continue to engage with partners to prepare for commencement. 4.12 Action plan for fit for the future review A number of actions have been identified to support improved efficiency of the service, improve the customer experience and to ensure that the service was prepared for future legislative and statutory requirements. A multi service working group was established to lead on the delivery of these actions which included the upskilling of the workforce, maximising the use of technology and undertaking route optimisation. 4.13 Implement a communication strategy The key action undertaken by the communication working group has been the engagement with residents to support the implementation of the prioritising recycling collection. This is an innovative approach to increasing recycling and information packs have been issued to all residents supported by a programme of social media awareness raising. Residents will continue to receive a weekly collection with priority given to recycling collection. A calendar has been issued and is available online to ensure residents are able to determine dates and collection type. There is also information included to support residents to recycle appropriately. 4.14 Create appropriate term waste disposal contracts Page 105
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There is approximately 17 waste disposal contracts utilised by the service to treat waste materials. The service is utilising feedback from the market and providers to shape service delivery. 4.15 Extended Producer Responsibility (EPR) Fees paid by producers for packaging are now being allocated to local authorities to support with the cost of recycling waste collection and to invest in initiatives and infrastructure to increase levels of recycling. The first payments were announced in July 2025 and will be awarded annually depending on waste produced by each local authority. 4.16 Garden Waste Permits In Autumn 2024, the Council introduced a charge for the disposal of Garden waste. A full year delivery has generated in excess of 10,000 permits purchased and an income of around £600,000. 5. People Implications 5.1 There are no direct people implications arising from this report. 6. Financial and Procurement Implications 6.1 The Waste Strategy supports the implementation of the long term waste solution including the delivery of the operational efficiencies and improving recycling performance. 6.2 Delivery of the Waste Strategy requires consideration of available funding sources, both internally and externally, to achieve targets and actions. 6.3 Consideration is taken of the whole-life cost of the Waste Strategy and Action Plan with emphasis placed on the long-term savings made from reducing waste and efficiency improvements in waste collection. 7. Risk Analysis 7.1 All strategies are risk assessed in line with Council policy and procedures. 7.2 The Council has a duty to deliver services that demonstrate best value. 8. Equalities Impact Assessment (EIA) 8.1 The Waste Strategy and associated actions are intended to work towards positive engagement with all equality groups and the wider community, via partnerships, empowerment and engagement within and outside West Dunbartonshire. Screening and impact assessments will be carried out on the action plan delivery as required. 9. Consultation Page 106
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9.1 A public consultation on waste was carried out via an online survey, receiving a total of 600 responses. The feedback has shaped the Waste Strategy, and particularly the communications strategy. 9.2 The trade unions have been consulted and are members of the waste project board. 10. Strategic Assessment 10.1 This report reflects the 2022 – 2027 Strategic Plan and in particular the following Strategic Priorities: Our resources are used in an environmentally sustainable way Our Council is adaptable and focused on delivering best value for our residents Gail MacFarlane Chief Officer, Roads & Neighbourhood 12 November 2025 Person to Contact: Gail MacFarlane Chief Officer - Roads & Neighbourhood gail.macfarlane@west-dunbarton.gov.uk Appendices: Appendix 1 – Key Actions Background Papers: Waste Strategy 2023 -2028 Wards Affected: All Page 107
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Appendix 1 Key Action Specific Measures Timescales/Milestone Update Maximise our recycling opportunities that support the circular economy Develop and deliver prioritised recycling collections Feasibility - Spring 2024 Complete Development - Spring 2025 Complete - Route optimisation and implementation plan Delivery - Autumn 2025 Communication strategy developed and delivered with information packs issued to all residents. Note; Implementation date 10 November 2025 Develop and establish Net Zero Cooperation Agreement with Glasgow City Council Develop - Autumn 2023 Complete - Governance arrangements agreed with project board and workstreams established Committee Approval - February 2024 Complete Cooperation Agreement Commencement - August 2924 Complete Note; Compliance with Landfill ban, due for implementation December 2025 Note; Increased recycling performance ITEM 12 - APPENDIX 1 Page 108
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Key Action Specific Measures Timescales/Milestone Update New signage and installation of compactors for Civic Waste Sites Procurement - Autumn 2025 Complete Delivery - Winter 2025 Improved information for users of site to increase quality and volume in recycling Develop Waste Transfer Station Undertake a feasibility study. Feasibility Study - Summer 2022 Complete Undertake design and develop construction costs Design Development - Spring 2024 Complete Consideration of requirement and deliverability Committee Agreement - Summer 2024 Project Paused Note; Implementation of the Net Zero Cooperation Agreement has provided sufficient capacity and resilience. Note; This will be monitored and reported to a future committee. Deposit Return Scheme Monitor legislation and enable change when required Ongoing Paused Note; Awaiting further instructions and advice from Scottish Government Page 109
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Key Action Specific Measures Timescales/Milestone Update Action plan for Fit for the future review Deliver highlighted opportunities for improved efficiency, customer experience and service delivery Delivered - Autumn 2025 Actions complete. Note; Key Achievements: Route Optimisation Missed Bin Bot Prioritised Recycling Implementation Addressed Identified Skills Gaps Implement a Communication strategy Develop and implement a Communication strategy to ensure sufficient engagement with our community, and members of staff Established working group - Autumn 2023 Complete - Working group in place with officers from communication, CAS, web, customer services and waste team Develop strategy identifying key messages to support service changes - ongoing Information packs issued to all residents in advance of implementation of recycling prioritisation with recycling guidance. Note; Supported by social media campaign Note; Ongoing engagement with residents to enable increased recycling performance and communicate service changes Page 110
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Key Action Specific Measures Timescales/Milestone Update Create Appropriate term waste disposal contracts Create contracts database to monitor and manage contract opportunities in line with service requirements and changing legislation. This will ensure long term compliance and best value. Ongoing Review complete. Note; Ongoing work towards streamlining contract opportunities and establishing lasting supplier relationships. Page 111
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 12 November 2025 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Report 2025/26 to Period 5 (30 August 2025) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 30 August 2025 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Members are asked to: note a projected adverse variance against budget of £0.745m (4.34% of total budget). note the current projected use of earmarked reserves of £0.504m. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 5 March 2025, Members agreed the revenue estimates for 2025/26. A total net budget of £17.042m was approved for IRED services. Since then, budget changes to the value of £0.115m have occurred as detailed in the table below: Description £m Budget Agreed March 2025 17.042 Additional budget for pay award 0.147 Movement of budget between Economic Development and Regulatory to right size employee budgets (0.032) Revised Budget 17.157 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected adverse variance (overspend) of £0.745m (4.34% of total budget). Detailed service reports are attached at Appendix 2. ITEM 13 Page 113
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4.2 Of the 13 services monitored 5 are showing either a favourable or nil variance, with 8 services showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service while the table below shows the main reasons for the movement in the outturn from period 3. £m £m Net Underlying Adverse Variance at Period 3 0.987 Movement in Service Variances Explanation RNT Roads Use of the smoothing fund for delayed saving option (0.150) Working for You Employee costs lower due to savings option being implemented earlier than anticipated (0.236) Ground Maintenance & Street Cleaning Increased expenditure due to re-introduction of grass cutting 0.240 Grounds Maintenance & Street Cleaning Reduction in employees costs due to vacancies (0.051) Waste Increase in costs relating to tonnage 0.067 Corporate Functions Corporate Assets Reduction in employees costs due to vacancies (0.061) Other small variances across the Services (0.051) Total Movement (0.242) Net Underlying Adverse Variance at Period 5 0.745 4.3 Services are anticipating the use of £0.504m (Period 3: £0.030m) of earmarked reserves. Information on the earmarked reserve spend is shown in Appendix 4. 4.4 Appendix 5 to the report summarises the current position against the saving options agreed by council as part of setting the 2025/26 budget. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year end and progress will be highlighted in future reports to committee. Page 114
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7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March and which could affect the year end results. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9 Consultation 9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 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 five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 9 October 2025 Person to Contact: Jackie Thomson - Business Unit Finance Partner, 16 Church Street, Dumbarton, G81 1QL. e-mail jackie.nicolthomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2 - Detailed Budgetary Position (Revenue) Appendix 3 - Variance Analysis (Revenue) Appendix 4 - Earmarked Balances Appendix 5 - Efficiencies & Management Adjustments Background Papers: None Wards Affected: All Page 115
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2025/26 IRED SUMMARY MONTH END DATE 31 August 2025 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 % £000 £000 (55) (35) (55) 0 0% 0 0 (99) (97) 17 116 -117% 0 116 2,495 1,760 2,741 246 10% 150 96 300 (43) 338 38 13% 0 38 (245) (222) (208) 37 -15% 0 37 (1,057) (264) (930) 127 -12% 0 127 9,837 1,915 10,030 193 2% 0 193 (2,029) 3,711 (1,545) 484 -24% 228 256 1,204 566 1,133 (71) -6% 0 (71) 0 186 0 0 0% 0 0 2,039 1,032 1,938 (101) -5% 110 (211) 0 363 (0) (0) 0% 0 0 4,767 2,515 4,948 181 4% 16 165 17,157 11,388 18,406 1,249 7.28% 504 745 Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2025/26 Corporate Asset Maintenance Roads Services Outdoor Services Burial Grounds Crematorium Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Total Net Expenditure Depots Working 4 U Shared Prosperity Fund ITEM 13 - APPENDIX 1 Page 116
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 August 2025 5 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 RAG Status £000 £000 £000 £000 £000 % 18,087 Employee 23,407 8,306 23,362 (45) 0% 5,028 Property 3,828 879 3,930 102 3% 5,494 Transport and Plant 4,095 1,431 4,494 399 10% 13,313 Supplies, Services and Admin 12,015 3,210 12,069 54 0% 9,503 Payments to Other Bodies 4,255 865 4,397 141 3% 1,670 Other 114 54 123 9 8% 53,094 Gross Expenditure 47,714 14,744 48,375 661 1% (33,977) Income (30,557) (3,356) (29,969) 588 2% 19,117 Net Expenditure 17,157 11,388 18,406 1,249 7% £000 £000 £000 £000 £000 % 1,735 Employee 1,970 821 1,970 0 0% 26 Property 18 11 26 8 44% 127 Transport and Plant 131 50 121 (10) -8% 1,873 Supplies, Services and Admin 1,088 726 1,092 4 0% 0 Payments to Other Bodies 0 0 0 0 0% 113 Other 114 48 114 0 0% 3,874 Gross Expenditure 3,321 1,656 3,323 2 0% (3,885) Income (3,376) (1,691) (3,378) (2) 0% (11) Net Expenditure (55) (35) (55) 0 0% £000 £000 £000 £000 £000 % 2,024 Employee 2,311 796 2,321 10 0% 108 Property 118 2 126 8 7% 1,688 Transport and Plant 1,665 547 1,735 70 4% 821 Supplies, Services and Admin 579 170 578 (1) 0% 1 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 4,642 Gross Expenditure 4,672 1,515 4,760 87 2% (4,578) Income (4,771) (1,613) (4,743) 29 1% 64 Net Expenditure (99) (97) 17 116 -117% £000 £000 £000 £000 £000 % 2,946 Employee 2,953 950 2,823 (130) -4% 254 Property 261 14 266 6 2% 890 Transport and Plant 384 204 656 272 71% 3,104 Supplies, Services and Admin 2,729 650 2,676 (53) -2% 893 Payments to Other Bodies 317 4 318 1 0% 0 Other 0 0 0 0 0% 8,088 Gross Expenditure 6,644 1,822 6,740 96 1% (4,194) Income (4,149) (62) (3,999) 150 4% 3,894 Net Expenditure 2,495 1,760 2,741 246 10% Service Summary Annual Variance 2025/26 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Roads Services ITEM 13 - APPENDIX 2 Page 117
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 August 2025 5 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % 74 Employee 67 26 69 2 3% 179 Property 156 (27) 153 (3) -2% 0 Transport and Plant 0 0 0 0 0% 144 Supplies, Services and Admin 117 5 145 28 24% 17 Payments to Other Bodies 37 0 37 0 0% 0 Other 0 0 0 0 0% 414 Gross Expenditure 378 4 404 26 7% (117) Income (78) (47) (66) 12 15% 298 Net Expenditure 300 (43) 338 38 13% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 29 Property 27 7 27 (0) -1% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 486 0 486 0 0% 0 Other 0 0 0 0 0% 471 Gross Expenditure 513 7 513 (0) 0% (689) Income (758) (229) (721) 37 5% (218) Net Expenditure (245) (222) (208) 37 -15% £000 £000 £000 £000 £000 % 215 Employee 194 86 218 25 13% 265 Property 304 68 315 11 4% 0 Transport and Plant 0 0 0 0 0% 21 Supplies, Services and Admin 18 4 17 (1) -8% 6 Payments to Other Bodies 33 0 0 (33) -100% 0 Other 0 0 0 0 0% 507 Gross Expenditure 549 158 550 2 0% (1,460) Income (1,606) (422) (1,481) 125 8% (952) Net Expenditure (1,057) (264) (930) 127 -12% £000 £000 £000 £000 £000 % 3,583 Employee 3,648 1,406 3,778 129 4% 200 Property 182 20 204 22 12% 1,504 Transport and Plant 1,294 456 1,347 53 4% 6,503 Supplies, Services and Admin 6,589 1,286 6,659 70 1% 27 Payments to Other Bodies 22 28 28 6 28% 0 Other 0 0 0 0 0% 11,817 Gross Expenditure 11,734 3,195 12,015 280 2% (1,362) Income (1,897) (1,280) (1,985) (88) -5% 10,455 Net Expenditure 9,837 1,915 10,030 193 2% Outdoor Services Crematorium Burial Grounds Waste Services Page 118
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 August 2025 5 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % 864 Employee 1,377 463 1,306 (71) -5% 2,401 Property 2,345 722 2,393 49 2% 4 Transport and Plant 12 3 12 0 0% (19) Supplies, Services and Admin 27 36 29 2 8% 65 Payments to Other Bodies 60 47 129 69 117% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 3,821 1,271 3,870 50 1% (5,065) Income (5,850) 2,440 (5,416) 434 7% (1,750) Net Expenditure (2,029) 3,711 (1,545) 484 -24% £000 £000 £000 £000 £000 % 620 Employee 1,114 378 1,040 (73) -7% 489 Property 41 1 42 1 2% 2 Transport and Plant 5 1 7 1 22% 13 Supplies, Services and Admin 112 13 113 0 0% 618 Payments to Other Bodies 550 189 550 0 0% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,823 581 1,752 (71) -4% (976) Income (619) (15) (619) 0 0% 767 Net Expenditure 1,204 566 1,133 (71) -6% £000 £000 £000 £000 £000 % 0 Employee 715 186 759 44 6% 657 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% (1) Supplies, Services and Admin 15 0 15 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 656 Gross Expenditure 730 186 774 44 6% (656) Income (730) 0 (774) (44) -6% (0) Net Expenditure 0 186 0 0 0% £000 £000 £000 £000 £000 % 2,422 Employee 2,819 929 2,651 (168) -6% Property 0 0 0 0 0% 11 Transport and Plant 20 2 20 0 2% 50 Supplies, Services and Admin 45 6 50 5 11% 1,766 Payments to Other Bodies 1,670 453 1,771 101 6% 178 Other 0 6 9 9 0% 4,427 Gross Expenditure 4,554 1,396 4,501 (54) -1% (2,428) Income (2,515) (364) (2,563) (48) -2% 1,999 Net Expenditure 2,039 1,032 1,938 (101) -5% £000 £000 £000 £000 £000 % 634 Employee 616 218 616 0 0% Property 0 0 0 0 0% 2 Transport and Plant 0 1 2 2 0% 26 Supplies, Services and Admin 0 0 0 0 0% 2,149 Payments to Other Bodies 1,079 144 1,077 (2) 0% 0 Other 0 0 0 0 0% 2,811 Gross Expenditure 1,695 363 1,695 (0) 0% (2,811) Income (1,695) 0 (1,695) (0) 0% (0) Net Expenditure 0 363 (0) (0) 0% Economic Development Depots Corporate Assets Working 4 U Shared Prosperity Fund Page 119
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 August 2025 5 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % 6,003 Employee 5,624 2,046 5,810 186 3% 419 Property 377 62 379 1 0% 957 Transport and Plant 584 168 594 10 2% 852 Supplies, Services and Admin 695 312 696 0 0% 19 Payments to Other Bodies 0 0 0 0 0% 718 Other 0 0 0 0 0% 8,968 Gross Expenditure 7,281 2,588 7,479 198 3% (10,997) Income (2,513) (73) (2,530) (17) -1% (2,029) Net Expenditure 4,767 2,515 4,948 181 4% Ground Maintenance & Street Cleaning Page 120
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Budget Details Variance Analysis Total Budget Projected Spend Use of EMR Variance after the use of RAG Status £000 £000 £000 £000 % Transport, Fleet & Maintenance Services (99) 17 0 116 -117.07% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Roads Services 2,495 2,741 150 96 3.85% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 31 August 2025 Plant hire costs and material costs are anticipated to overspend by £272k.This is mainly due to the level of equipment required to ensure the roads programme is undertaken and also due to inflationary levels. Winter gritting is anticipated to overspend £58k due to costs of salt and quantity required to ensure winter gritting programme is fulfilled. The anticipated £89k overspend in stock is due to a significant increases in bitumen material costs, which have risen by an average of 35% in recent years. Income is anticipated to under recover by £150k which is due to the delay in implementing parking enforcement and is being offset by the use of the smoothing fund.. The overspend is partially offset by underspends on street lighting (£198k), due to an anticipated reduction in the rates for electricity and employee costs (£130k) due to current levels of vacancies. The remaining £5k is due to small vacancies in the service. Overspend anticipated. Transport services across WDC Transport Services is operated on behalf of services across the Council. An under recovery on income is anticipated as while the service fully allocates all costs out to appropriate services there is currently a mis-alignment between the expenditure and income budgets. This will need to be corrected in future budgets. None available as cannot recharge out more than the service costs to run. Under recovery of income anticipated This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols The Service will continue to monitor and review costs and reduce ITEM 13 - APPENDIX 3 Page 121
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE 31 August 2025 Ground Maintenance & Street Cleaning 4,767 4,948 16 165 3.45% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,057) (930) 0 127 -12.00% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,837 10,030 0 193 1.96% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Provision of grounds maintenance and street cleaning services Employee costs are anticipated to overspend by £186k mainly due to the reinstatement of the Grass Cutting Services as agreed at Council on 27 August 2025(£240k). The overspend is partially off-set by current staff vacancies (£64k). The variance at the year end on employee costs will depend on a number of factors including employee additional staff to undertake the grass cutting. The overspend may also be reduced following a decision with a council report going to Council in December in relation to Grounds Maintenance. The remaining £5k variance is due to small variances throughout the service. The overspend is mainly in relation to the reintroduction of grass cutting An overspend is anticipated at the year end. Income from cremations is anticipated to be £127k less than budgeted mainly due to a new crematorium recently opened in East Dunbartonshire. This budget is uncontrollable and may change throughout the year. The Service will continue to monitor and review income. Overspend anticipated. Waste Collection and Refuse disposal services The Service will continue to monitor and review costs and reduce Employee costs are anticipated to overspend by £129k mainly due to turnover not being met. Supplies and Services are anticipated to overspend by £70k due to higher levels of tonnage than anticipated and levels of inflation. Transport costs are expected to overspend by £53k principally due to internal recharges of £27k which are required to ensure the Service can fully operate and £23k for repairs and maintenance of vehicles due to the age of the vehicles. Waste removal Income is expected to under-recover by £65k due to a reduction in the level of waste collection to external customers. This shortfall is off-set by additional income from internal recharges and general sales of £152k, resulting in an overall anticipated additional income of £88k.The remaining £36k variance is due to small variances throughout the service. Under-recovery of income is anticipated. This service provides crematorium services within the Council area Page 122
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE 31 August 2025 Corporate Assets (2,029) (1,545) 228 256 -12.61% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 1,204 1,133 0 (71) -5.89% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Working 4 U 2,039 1,938 110 (211) -10.37% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The variance reflects the impact of asset rationalisation, with property disposals that were previous rental income generating capital receipts that contribute to the wider budget position. A review of rental income will be undertaken in 2025/26, to inform future planning for 2026/27 An ongoing cost pressure of £50k has been introduced for future years due to higher property valuation costs. Employee turnover savings are mitigating the £50k rise in Property costs linked to last year’s increases. The Service will continue to monitor and review costs and reduce Overspend anticipated. Underspend on employee costs anticipated at year end. The favourable variance is mainly attributable to employee costs anticipating an underspend of 73k. This is due to superannuation costs being lower than budgeted. None required. Promotion of regeneration activities within West Dunbartonshire Council This is the provision of Working 4U service. The underspend is mainly due to staffing. Savings on staffing were allocated over a two year period (2025/26 and 2026/27). However, additional external funding from UK Shared Prosperity Fund (UKSPF) has been received which requires additional staffing. Therefore, staffing from posts which were taken as savings for next year have been moved to UKSPF This year thereby allowing additional savings to be achieved in year one. None required Favourable variance anticipated. Page 123
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 DEPARTMENT Amount b/fwd into 25/26 from 24/25 25/26 Transfers in/(Out) 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description Modern Apprentice 23/24 underspend 177,494 177,494 - - 177,494 The Balance will be used as part of the four year modern apprenticeship programme to cover payment across financial years. The funding will be fully utilised in year five of the programme. Set up a an energy Household Energy Support Fund using £250,000 15,990 15,990 12,000 12,000 3,990 Fund set up to support residents who require crisis support to ensure their properties remain heated. Cost of Living 3: Additional Support for Apprenticeships. £50,000 per year for 4 years. 150,000 150,000 50,000 50,000 100,000 The Apprenticeship Investment Programme being part of a broader programme which is over a four year period. Payments can cover more than one financial year and therefore the reserves ensures continuity of the programme. Cost of Living 6: Transitional Funding Support to Y-Sort-It over 4 years. £39,000 per year 78,000 78,000 39,000 39,000 39,000 Transitional funding support for Y-Sort It over a four year period to give them time to secure external funding. Provide 64,000 for family fund day events in 2023/24 and the following three years (approx 32 events at £2,000 per event) 32,000 32,000 16,000 16,000 16,000 Provision of Family fun days within West Dunbartonshire Council over a four year period This is year three of the four years and therefore £16k will be carried forward inot 2026/27 to be used. £12k over 43years to Renton Community Food Hub from April 2024 to March 2028 (formerly Tontine Food Parcels) 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. £12k over 3 years to Lomond Food Pantry from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. £12k over 3 years to Time for Tully from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. TOTAL USE OF SERVICE RESERVES 480,484 - 480,484 126,000 126,000 - 354,484 Smoothing Fund Corporate Assets - - 228,000 - 228,000 - - This is part of the overall Council smoothing fund and is being used to cover savings options not being fully achieved in 2025/26 for caretakers restructure (RES08) and office rationalistion (SDP05). Smoothing Fund Roads - - 150,000 - 150,000 - - This is part of the overall Council smoothing fund and is being used to cover shorfall in saving in realtion to saving not being full achieved in 2025/26 for parking enforcement (RN05) TOTAL USE OF EARMARKED RESERVES 480,484 - 630,484 126,000 504,000 - 354,484 COST OF LIVING STRATEGIC RESERVES ROADS & NEIGHBOURHOOD ITEM 14 - APPENDIX 4 Page 124
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Infrastructure, Regeneration & Economic Development Committee: 12 November 2025 _________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2025/26 31 August (Period 5). 1. Purpose 1.1 This report provides an update on the capital financial performance to 31 August 2025 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2025/26 IRED capital budget. ii) Note the revised completion dates in respect of 5 projects detailed in appendix 2 reported to Council on 29 October 2025. iii) Approve the reprofiling of 6 projects in appendix 3 reported to Council on 29 October 2025. iv) Note additional capital budget of £1.316m for plant and machinery reported to Council on 29 October 2025. See 4.9 for further details. v) Note additional capital budget of £0.352m for vehicle replace programme reported Council on 29 October 2025. See 4.10 for further details. vi) Grant delegated authority to Chief Officer for Roads, Neighbourhood and Transport, in consultation with the Procurement Manager, to award contracts in relation to procurement of waste collection vehicles. 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/26 to 2034/35. The three years from 2025/26 to 2027/28 were approved in detail with the remaining years being indicative. The budget agreed under the auspice of IRED Committee was £56.791m for 2025/26 and £209.142m for the project life budget. ITEM 14 Page 125
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4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 3 as reported to Council on 27 August 2025. Exhibit 1: Revised Capital Budget as at 30 June 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 56.791 209.142 Updates reported to Council on 27 August plus adjustments for year-end carried forward balances 0.341 0.971 Reprofiling reported to Council on 27 August (3.109) 4.009 Revised Capital Budget as at Period 3 54.023 214.122 4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects 4.3 The overall programme summary report at Appendix 1 shows that planned expenditure against the budget is currently on track. 4.4 Appendix 2 highlights 5 projects currently showing as off-track, all of which are due to revised completion dates. Project RR 5 (Regeneration Fund) is off track due to the Waterfront Walkway progress being dependent on external factors, with an anticipated completion date of 31 March 2029. Project RR 7 (Level Up Funding) is off track due to the project delivery taking longer than initially expected. Resulting in an updated completion date of 31 December 2027. Project RN 16 (Allotment Development) is off track due to a delay in the tender process as a result of a service restructure and allocation of new resources. The project completion date has been extended to 31 March 2027. Project RN 17 (Waste Transfer Station) has currently been paused as the construction cost is significantly higher than the available budget. In addition, following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. The completion date for the project has therefore been extended to 31 March 2029 while this monitoring and discussions are taking place. Page 126
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Project RN 23 (Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields) is off track due to a delay in the tender process because of Council service restructure and the allocation of new resources. Posties Park (to be renamed to commemorate Lachie Stewart) is now not expected to progress as anticipated, the balance of the budget is being rephased to 2026/27 pending an appropriate site being identified. 4.5 Appendix 3 highlights 6 projects where the project expenditure requires to be reprofiled but there is no need for approval of additional budget. 4.6 Exhibit 2 sets out the revised capital budget at period 5 assuming approval by Council on 29 October 2025 of all recommendations contained within this report. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 30 June 2025 54.023 214.122 New Funding – RES 15 Design, Creation, Installation of Digital Content for Glencairn House (Para 4.8) 0.187 0.187 New Funding – RN 31 Bus Infrastructure Fund (Para 4.8) 0.050 0.050 New Funding – RN 32 People and Places – Transport Scotland (Para 4.8) 0.035 0.035 New Funding – RN 34 Nature Restoration Fund (Para 4.8) 0.185 0.185 New Funding – RN 35 Road Safety Improvement Fund (Para 4.8) 0.185 0.185 Additional Funding – RN 25 Active Travel (Para 4.8) 0.306 0.306 Additional Funding – RN 27 Implementation 20mph Speed Limits (Para 4.8) 0.458 0.458 Added RN 33 Shared Prosperity Funding – Open Places (Para 4.8) 0.396 0.396 Approved RN 30 Capital Bid – Plant and Machinery Replacement (Para 4.9) 0.515 1.315 Approved Capital Bid – Vehicle Replacement Strategy (Para 4.10) (added to RN 5) 0.352 0.352 Added RR 12 Hybrid Meetings Equipment (Para 4.8) 0.053 0.053 Proposed revised Capital Budget as at Period 5 56.745 217.644 Reprofiling over project life (Appendix 3) (4.237) 0 Proposed revised Capital Budget as at Period 5 subject to Council Approval 52.268 217.644 Page 127
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4.7 Appendix 4 shows all projects with approved in year and project life budgets as well anticipated expenditure. It highlights that the 2025/26 budget is £56.745m. Spend as at period 5 is £7.951m (15.14%) of the current forecast spend of £52.508m 4.8 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: New funding has been received from Scottish Government of £0.050m for Bus Infrastructure Fund (RN 31) to support improvements to bus infrastructure and accessibility. New funding has been received from Transport Scotland of £0.035m for People and Place Local Authority Direct Award (RN 32) for active and sustainable travel behaviour change programme. New funding has been received from Scottish Government of £0.185m for Nature Restoration Fund (RN 34) to support approaches to restoring biodiversity. New funding has been received from Transport Scotland of £0.185m for Road Safety Improvement Fund (RN 35). Additional funding from Scottish Government for Active Travel (RN 25) of £0.306m to support and promote active travel within the authority and to improve active travel links. Additional funding from Transport Scotland for Implementation of 20mph Speed Limits (RN 27) of £0.458m. Shared Prosperity Funding (RN 33) of £0.396m for open places such as West Bridgend Community Space and Allotments. Addition of Hybrid Meetings Equipment (RR 12) approved at Council on the 27 August 2025 of £0.053m to replace conference units and microphones to allow hybrid meetings to continue with improved sound quality New funding from Strathleven Foundation for Inspiring Change for the Design, Creation, Installation, and ongoing Management of Digital Content for Glencairn House (RES 15) of £0.187m. 4.9 Members are asked to note a capital budget of £1.316m for the plant and machinery replacement program. This bid has been reviewed by the Strategic Asset Management Group who recommend that £1.316m is added to the Capital plan to allow the Roads and Neighbourhood team to replace plant and machinery which is no longer fit for purpose. Page 128
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This project has been included in appendix 4 (RN 30). 4.10 Members are asked to note a capital budget of £0.352m for the vehicle replacement strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.352m is added to the Capital plan to allow the Roads and Neighbourhood team to replace vehicles which are no longer fit for purpose. This project has been included in appendix 4 (included within RN 5). 4.11 The Council’s Standing Orders have been changed to have contract authorisation submitted to service committees and delegated authority sought to appoint the contractor of the returned tender if the contract cost is within the approved budget and the tender is in line with normal tender parameters. 4.12 The Council is required to procure waste vehicles for the collection of food waste. This will allow the recycling of food waste separately from garden waste. The budget will, in part, be met from revenue income received for Extended Producer Responsibility. The remaining required budget will be subject to a capital bid through the normal procedures or from existing revenue budgets. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability Page 129
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10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ______________ Laurence Slavin Chief Officer – Resources Date: 30 October 2025 Person to Contact: Jackie Nicol-Thomson Council Offices, Church Street, Dumbarton E-mail: jackie.nicolthomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2 - Off Track Projects Appendix 3 - Changes to Capital Plan and Implications Appendix 4 - All Projects Approved Background Papers: General Services Capital Plan Update - Council 5 March 2025 Wards Affected All Wards Page 130
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Summary at Period 5 Appendix 1 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 36,055 36,055 0 8 0 Regulatory and Regeneration 56,958 56,958 0 9 2 Roads and Neighbourhoods 124,631 124,631 0 32 3 Total 217,644 217,644 0 49 5 ITEM 14 - APPENDIX 1 Page 131
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Projects that are Off Track at Period 5 Appendix 2 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Regulatory and Regeneration RR5 - Regeneration Fund 3,824 3,824 - 31/03/2028 31/03/2029 Regulatory and Regeneration RR7 - Level Up Funding 10,249 10,249 - 31/12/2026 31/12/2027 Roads and Neighbourhood RN16 - Allotment Development 180 180 - 31/12/2026 31/03/2027 Roads and Neighbourhood RN17 - Waste Transfer Station 1,821 1,821 - 31/03/2026 31/03/2029 Roads and Neighbourhood RN23 - Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields 2,203 2,203 - 31/03/2026 31/03/2027 Project Name: Project - RR5 Regeneration Fund Project Manager: Elaine Troup Initial Completion End Date: 31/03/2028 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RR7 Level Up Funding Project Manager: Elaine Troup Initial Completion End Date: 31/12/2026 Revised End Date: 31/12/2027 How was this project initially funded: Please Detail any additional funding: Level Up Government Grant n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/12/2027 Level Up Government Grant What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. Source of Funding: n/a Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Source of Funding: n/a ITEM 14 - APPENDIX 2 Page 132
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Project Name: Project - RN16 Allotment Development Project Manager: Ian Bain Initial Completion End Date: 31/12/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 17 Waste Transfer Station Project Manager: Gail Macfarlane Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? Search underway for new suitable site New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. Source of Funding: n/a The project was paused while external funding was explored. This is now in place and therefiore the project can now proceed. Source of Funding: n/a The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. Source of Funding: n/a Page 133
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Changes to Capital Plan and Implications at P5 Appendix 3 Regulatory and Regeneration Project - RR5 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund 31/03/2028 31/03/2029 2,000 1,824 0 0 0 0 0 0 3,824 Regeneration Fund Revised (200) 200 1,074 1,670 880 0 0 0 0 0 3,824 Explanation Project - RR7 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Level Up Funding 31/12/2026 31/12/2027 7,076 3,173 0 0 0 0 0 0 0 10,249 Level Up Funding Revised 900 6,176 4,073 0 0 0 0 0 0 0 10,249 Explanation Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Roads and Neighbourhood Project - RN16 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Allotment Development 31/12/2026 31/03/2027 180 0 0 0 0 0 0 0 0 180 Allotment Development Revised 58 123 58 0 0 0 0 0 0 0 180 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN17 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Waste Transfer Station 31/03/2026 31/03/2029 1,821 0 0 0 0 0 0 0 0 1,821 Waste Transfer Station Revised 1,821 0 0 0 1,821 0 0 0 0 0 1,821 Explanation Project - RN18 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Play Area Upgrade Programme 31/03/2030 31/03/2030 613 100 100 100 100 100 100 100 100 1,413 Play Area Upgrade Programme Revised 237 376 337 100 100 100 100 100 100 100 1,413 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN23 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31/03/2026 31/03/2027 2,203 0 0 0 0 0 0 0 0 2,203 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Revised 1,422 782 1,422 0 0 0 0 0 0 0 2,203 Explanation Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. There is a requirement to accelerate £0.200m to 2025/26 for upfront spend requirements for Scottish Marine Technology Park (SMTP) project, including consultancy fees. Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. ITEM 14 - APPENDIX 3 Page 134
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All Projects Approved at P5 Appendix 4 Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 6 Strathleven Place (formerly part of Glencairn House project) 31 March 2026 31 March 2026 1,590 0 1,590 0 1,590 0 1,590 0 1,590 0 RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2026 349 9 340 0 349 0 340 0 340 0 RES 8 Building Upgrades and H&S - lifecycle & reactive building upgrades 31 March 2026 31 March 2026 24,704 0 2,536 22,168 24,704 0 2,536 108 2,536 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 1,779 4,386 8,500 0 1,779 68 1,779 0 RES 12 Community Sports Facility at Millburn 31 March 2028 31 March 2028 500 0 20 480 500 0 20 0 20 0 RES 13 Holm Park Community Football Academy Accesibility Project 31 March 2026 31 March 2026 75 0 75 0 75 0 75 0 75 0 RES 14 4G Football pitch at Faifley Knowles 31 March 2026 31 March 2026 150 0 0 150 150 0 0 0 0 0 RES 15 Design, Creation, Installation of Digital Content for Glencairn House 31 March 2026 31 March 2026 187 0 187 0 187 0 187 0 187 0 Total Resources 36,055 2,344 6,527 27,184 36,055 0 6,527 176 6,527 0 RR 2 Installation of Solar PV at Clydebank Leisure Centre 31 March 2026 31 March 2027 61 4 0 57 61 0 0 0 0 0 RR 3 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 31 March 2026 31 March 2027 290 64 0 226 290 0 0 0 0 0 RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 8,228 0 758 7,470 8,228 0 758 50 758 0 RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 200 3,624 10,931 0 0 0 200 200 RR 6 Place Based Investment 31 March 2026 31 March 2026 1,807 1,401 406 0 1,807 0 406 0 406 0 RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 6,176 4,073 22,100 0 7,076 1,983 6,176 (900) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2026 320 160 160 0 320 0 160 0 160 0 RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 12 201 0 RR10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 182 625 0 RR11 Securing sites to make safe 31 March 2026 31 March 2026 66 35 30 0 66 0 30 7 30 0 RR12 Hybrid Meetings Equipment 31 March 2026 31 March 2026 53 0 53 0 53 0 53 0 53 0 Total Regulatory and Regeneration 56,958 21,553 8,610 26,796 56,958 0 9,309 2,234 8,610 (700) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 38 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 20 685 0 RN 3 Street lighting and associated electrical infrastructure 31 March 2026 31 March 2026 900 0 100 800 900 0 100 0 100 0 RN 4 Flood Prevention 31 March 2026 31 March 2026 450 257 193 0 450 0 193 18 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,217 0 4,975 8,242 13,217 0 4,975 1,078 4,975 0 RN 6 Auld Street Clydebank - Bond 31 March 2026 31 March 2026 256 214 42 0 256 0 42 0 42 0 RN 7 Clydebank Charrette, A814 31 March 2026 31 March 2026 4,303 4,251 52 0 4,303 0 52 11 52 0 RN 8 Roads Plant 31 March 2026 31 March 2026 79 79 0 0 79 0 0 0 0 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,700 1,379 322 0 1,700 0 322 8 322 0 RN 10 Traffic Signal Updates 31 March 2026 31 March 2026 300 286 14 0 300 0 14 0 14 0 RN 11 Gruggies Burn Flood Prevention 31 March 2028 31 March 2028 15,028 987 882 13,160 15,028 0 882 10 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 801 181 620 0 801 0 620 0 620 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 2,341 0 541 1,800 2,341 0 541 30 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 0 250 0 RN 15 Vale of Leven Cemetery 31 March 2025 31 March 2025 925 912 13 0 925 0 13 13 13 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 123 58 492 0 180 23 123 (58) RN 17 Waste Transfer Station 31 March 2026 31 March 2029 1,980 159 0 1,821 1,980 0 1,821 0 0 (1,821) RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 2,007 594 376 1,037 2,007 0 613 136 376 (237) RN 19 East End Park Resurfacing 31 March 2026 31 March 2026 385 183 202 0 385 0 202 23 202 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2026 450 7 443 0 450 0 443 0 443 0 RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 120 242 0 RN 22 Kilmaronock Cemetery Extension 31 March 2026 31 March 2026 50 45 5 0 50 0 5 0 5 0 RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31 March 2026 31 March 2027 2,250 47 782 1,422 2,250 0 2,203 0 782 (1,422) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 3,986 20,585 0 RN 25 Active Travel 31 March 2028 31 March 2028 942 0 942 0 942 0 942 27 942 0 RN 26 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31 March 2028 31 March 2028 278 0 278 0 278 0 278 0 278 0 RN27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 0 458 0 RN 28 Review of schools speed Limits 31 March 2028 31 March 2028 75 0 75 0 75 0 75 0 75 0 RN 29 Roads Lining and Signing 31 March 2027 31 March 2027 150 0 150 0 150 0 150 0 150 0 RN 30 Plant and Machinery Replacement 31 March 2026 31 March 2026 1,316 0 516 800 1,316 0 516 0 516 0 RN 31 Bus Infrastructure Fund 31 March 2026 31 March 2026 50 0 50 0 50 0 50 0 50 0 RN 32 People and Places - Transport Scotland 31 March 2026 31 March 2026 35 0 35 0 35 0 35 0 35 0 RN 33 Shared Prosperity Funding - Open Places 31 March 2026 31 March 2026 396 0 396 0 396 0 396 0 396 0 RN 34 Nature Restoration Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 RN 35 Road Safety Improvement Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 Total Roads and Neighbourhood 124,631 21,285 37,372 65,974 124,631 0 40,909 5,540 37,372 (3,537) Overall Total 217,644 45,182 52,508 119,954 217,644 0 56,745 7,951 52,508 (4,237) Full Project Life In Year ITEM 14 - 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