Document Pack (Bookmarked) 17.12.25
West Dunbartonshire Council · 17 December 2025
Back to West Dunbartonshire Council — 17 December 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 West Dunbartonshire Council Date: Wednesday, 17 December 2025 ___________________________________________________________________ Time: 16:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Carol-Ann Burns, Senior Democratic Services Officer Email: carol-ann.burns@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of West Dunbartonshire Council as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Provost Karen Murray Conaghan Councillor June McKay Councillor James Bollan Councillor John Millar Councillor Kevin Crawford Councillor Lawrence O’Neill Councillor Ian Dickson Councillor Lauren Oxley Councillor Diane Docherty Councillor Chris Pollock Councillor Fiona Hennebry Councillor Martin Rooney Councillor Gurpreet Singh Johal Councillor William Rooney Councillor Daniel Lennie Councillor Gordon Scanlan Councillor David McBride Councillor Hazel Sorrell Councillor Jonathan McColl Councillor Clare Steel Councillor Michelle McGinty Councillor Sophie Traynor Chief Executive Chief Officers Date of issue: 4 December 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. Page 2
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WEST DUNBARTONSHIRE COUNCIL WEDNESDAY, 17 DECEMBER 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Council is asked to agree that all votes taken during the meeting will be carried out by roll call vote to ensure an accurate record. 5 OPEN FORUM The Council is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 9 – 23 Submit, for approval as a correct record, the Minutes of Meeting of West Dunbartonshire Council held on 29 October 2025. 7 MINUTES OF MEETING OF AUDIT COMMITTEE To Follow Submit for information, and where necessary ratification, the Minutes of Meeting of the Audit Committee held on 24 September 2025. 8/ Page 3
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8 CHIEF SOCIAL WORK OFFICER ANNUAL REPORT 25 – 107 Submit report by the Head of Children’s Health and Justice Services (Chief Social Work Officer) providing the Chief Social Work Officer (CSWO) Annual Report for 2024-25 (Appendix 1) which details information on the statutory work undertaken on the Council’s behalf, including a summary of governance arrangements, service delivery, resources and workforce. 9 GLASGOW CITY REGION CITY DEAL – UPDATE 109 – 113 Submit report by the Chief Officer – Regulatory and Regeneration providing an update on the Exxon Infrastructure Project, and matters being discussed by Glasgow City Region. 10 FINANCIAL UPDATE 115 – 170 Submit report by the Chief Officer – Resources providing an update on the financial challenges facing the Council, the estimated 2026/27 to 2030/31 revenue budget gaps and presenting the first tranche of savings options for Members’ consideration to help the Council deliver a balanced 2026/27 budget. 11 OPEN SPACE GRASS CUTTING 171 – 182 Submit report by the Chief Officer – Roads and Neighbourhood and the Chief Officer – Housing providing the information requested by Council at its meeting on 27 August 2025 in relation to the appropriate budgets for funding additional grass cutting, and providing assurance that the Council has appropriate asset management records to identify ownership of all material assets. 12 2024/25 AUDITED FINANCIAL STATEMENTS AND 2024/25 183 – 234 ANNUAL AUDIT REPORT Submit report by the Chief Officer – Resources:- (a) presenting to Members the opportunity to scrutinise and approve the 2024/25 Audited Annual Accounts for the Charitable Trust Funds administered by the Council for the year ending 31 March 2025; and (b) providing an update on the accompanying 2024/25 Annual Audit Report. 13/ Page 4
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13 ERECTION OF 118 FLATS AND 16 HOUSES 235 – 258 (SUBSTITUTION OF HOUSE TYPES AND AMENDMENTS TO LAYOUT) AT FORMER THOMPSONS YARD, LEVEN STREET, DUMBARTON BY TURNBERRY HOMES LTD Submit report by the Chief Officer – Regulatory and Regeneration seeking determination of the planning application for a national development, the application site of which sits within the Clyde Mission area as set out in National Planning Framework 4, under the terms of the approved Scheme of Delegation, and therefore requires to be determined by Full Council. 14 GRUGGIES BURN FLOOD ALLEVIATION SCHEME 259 – 267 Submit report by the Chief Officer – Roads and Neighbourhood providing an update on the progress in delivering the Gruggies Burn Flood Alleviation Scheme, advising of the associated costs, and confirming the Scottish Government funding position. 15 GENERAL SERVICES REVENUE BUDGETARY 269 – 295 CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources advising of the 2025/26 Revenue Budget position at 31 October 2025 and the forecast position of the General Fund Reserve as at 31 March 2026. 16 GENERAL SERVICES CAPITAL BUDGETARY CONTROL 297 – 306 REPORT 2025/26 TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources providing an update on the General Services capital financial performance to 31 October 2025. 17 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 307 – 316 REPORT TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources advising of the 2025/2026 Housing Revenue Account (HRA) revenue budget position on 31 October 2025 and the forecast position of the HRA reserves as at 31 March 2026. 18 HOUSING REVENUE ACCOUNT (HRA) CAPITAL 317 – 325 BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 October 2025. Page 5
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19 TREASURY MANAGEMENT MID-YEAR REPORT 2025/2026 327 – 341 Submit report by the Chief Officer – Resources providing an update on treasury management to 30 September 2025. 20 REVIEW OF WEST DUNBARTONSHIRE COUNCIL’S CAPITAL 343 – 354 PROGRAMME Submit report by the Chief Officer – Resources providing the outcome of a review of the Council’s capital programme and presenting recommendations to reduce the programme in response to concerns about financial sustainability. 21 NOTICE OF MOTIONS (a) Motion by Councillor David McBride – Firework Misuse and National Fireworks Licensing Scheme Council notes with deep concern the escalation of dangerous antisocial and criminal behaviour linked to fireworks misuse across West Dunbartonshire in recent weeks. Residents have reported prolonged disturbances, distress to animals, and intimidation of vulnerable individuals, including war veterans and young families. These incidents have undermined community safety and wellbeing, particularly in areas such as Dumbarton West and Dalmuir in Clydebank, where reports suggest deliberate targeting of those who raise concerns. Council further notes the Scottish Government’s decision to pause the implementation of the national fireworks licensing scheme, as originally set out in the Fireworks and Pyrotechnic Articles (Scotland) Act 2022. This reversal removes a critical tool for preventing inappropriate purchases and enforcing responsible use, leaving local authorities and emergency services without adequate powers to protect the public. Council condemns both the recent disorder and the failure to deliver promised legislative safeguards. We reaffirm our support for robust national regulation, including mandatory licensing, restricted sales, and enforceable usage windows. Council therefore resolves to: 1. Write to the First Minister and Cabinet Secretary for Justice, urging an immediate reconsideration of the decision to pause the licensing scheme. Page 6
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2. Request a renewed commitment to implementing the full provisions of the 2022 Act, including mandatory training and tighter sales controls. 3. Continue working with Police Scotland, Scottish Fire and Rescue Service, and Trading Standards to mitigate local risks and consider whether Firework Control Zones may offer an effective means of reducing disturbance through the misuse of fireworks. 4. Share this motion with COSLA and neighbouring councils to build cross-authority pressure for national action. (b) Motion by Councillor Chris Pollock – Celebrating Scotland’s National Men's Team and Clydebank’s John McGinn for Securing Scotland’s First World Cup Qualification since 1998 Council congratulates the Scotland National Men's Football Team on their outstanding achievement in qualifying for the 2026 FIFA World Cup. This accomplishment reflects the hard work, skill, and determination of the players, coaching staff, and all those involved in Scottish football. Council also commends the Scotland fans for their passion, loyalty and exemplary spirit; recognises their unwavering support at home and abroad; celebrates the positive atmosphere they bring to every match; and congratulates them for representing Scotland with pride, humour and sportsmanship. Council further recognises the contribution of John McGinn, who grew up in Clydebank, and commends his pivotal role in the team’s success. His dedication and performances continue to be a source of pride for the local community and an inspiration to young athletes across West Dunbartonshire. Council agrees to write to the Scottish Football Association conveying our congratulations and best wishes to the squad ahead of the tournament. (c) Motion by Councillor Lawrence O’Neill – Our Freedom: Now & Then Council congratulates all involved in the production of the above graphic novel created in partnership with our communities and schools across Clydebank and thanks our Libraries staff, our School Library Co-ordinators and Paul Bristow for their huge input to this successful project remembering the 80th anniversary and events associated with VE day. Page 7
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Survivors of the Clydebank Blitz in 1941 recalled the events of those fateful days then and the journeys undertaken and reflected in the contemporary world, as well as the pupils of Whitecrook Primary School, Clydebank High School and St. Peter the Apostle High School – this very well researched and produced graphic novel was very warmly received at its launch on Friday, 28th November 2025. Council is asked to agree that copies of the novel, Our Freedom: Then & Now are made available within our public lending libraries and across the School Estate with the cost funded from existing revenue budgets. (d) Motion by Councillor Gordon Scanlan - Commemorating All Lives Tragically Lost in the Ibrox Stadium Disaster which took place on January 2nd 1971 This includes the 3 Faifley men, George Adams, Charles Dougan and John Gardiner who sadly perished. The disaster was a watershed moment in stadium safety not just for Rangers Football Club but clubs across the United Kingdom. Council further asks that a wreath be laid at the Ibrox disaster memorial in Faifley to commemorate the occasion of its 55th anniversary. 22 DATE OF NEXT MEETING Members are requested to note that the next ordinary meeting of West Dunbartonshire Council is scheduled to be held on Wednesday, 4 March 2026 at 4.00 p.m. Page 8
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WEST DUNBARTONSHIRE COUNCIL At a Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 29 October 2025 at 4.01 p.m. Present: Provost Karen Murray Conaghan, and Councillors Jim Bollan, Ian Dickson, Fiona Hennebry, Daniel Lennie, David McBride, Michelle McGinty, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources, and Section 95 Officer; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); Beth Culshaw, Chief Officer – Health & Social Care Partnership; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Gillian Hamilton, Chief Officer – Education; Gail Macfarlane, Chief Officer– Roads and Neighbourhood; Victoria Rogers, Chief Officer – People and Technology; Lauren Crooks, Strategic Communication, Culture and Performance Manager; Michelle Lynn, Asset Manager; Carol Alderson, Finance Manager; George Hawthorn, Manager of Democratic and Registration Services; John Kerr, Housing Development and Homeless Manager; Nicola Pettigrew, Housing Operations Manager; Craig Wilson, Building Services Manager; Alan Young, Housing Asset and Investment Manager; and Carol-Ann Burns, Senior Democratic Services Officer. Also Attending: Tom Reid, External Auditor, Forvis Mazars. Apologies: Apologies for absence were intimated on behalf of Councillors Kevin Crawford, Diane Docherty, Gurpreet Singh Johal, Jonathan McColl and June McKay. Provost Karen Murray Conaghan in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Provost Murray Conaghan advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. ITEM 6 Page 9
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DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda at this point in the meeting. RECORDING OF VOTES The Council agreed that all votes taken during the meeting would be carried out by roll call vote to ensure an accurate record. OPEN FORUM The Council noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of West Dunbartonshire Council held on 27 August 2025 were submitted and approved as a correct record. MINUTES OF MEETING OF AUDIT COMMITTEE The Minutes of Meeting of the Audit Committee held on 11 June 2025 were submitted and all decisions contained therein were approved. MINUTES OF MEETING OF TENDERING COMMITTEE The Minutes of Meeting of the Tendering Committee held on 5 June 2025 were submitted and approved as a correct record. GLASGOW CITY REGION CITY DEAL – UPDATE A report was submitted by the Chief Officer – Regulatory and Regeneration providing an update on the Exxon Infrastructure Project, and matters being discussed by Glasgow City Region. After discussion and having heard the Chief Officer – Regulatory and Regeneration and the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the update on the Exxon Infrastructure Project; and (2) to note the progress of the Glasgow City Region programme. Page 10
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BLOCK BUILDING INSURANCE SCHEME A report was submitted by the Chief Officer – Resources providing an update on the status of the Council’s provision of building insurance to owners of former council houses under the “Right to Buy” Block Building Insurance Scheme and seeking approval of a revised approach to delivering the Scheme. After discussion and having heard the Asset Manager and the Housing Asset & Investment Manager in further explanation and in answer to Members’ questions, the Council agreed:- To thank the Chief Officer for the detailed report on the Block Building Insurance Scheme. Since the report was published the Chief Officer and his staff have engaged further with the Insurance Brokers and established new information, that if the Council decided to withdraw from the contract on 31st March 2026, then the following would apply: • A cancellation fee of £166,904, plus • The Insurance Premium Tax at 12% The total cost of early withdrawal, on 31st March next year would therefore be £186,933 rather than the £2.5m outlined in the report with the cost coming from appropriate reserves. As well as the one-off costs of withdrawal, there are a number of risks as follows: • Homeowners could potentially face higher individual premiums. • The owner-occupiers may not be offered the same pay arrangements that the Council currently offers. • There is a risk that some individual owner-occupiers do not obtain adequate insurance cover. Given the above, the Council agrees to withdraw from the Block Building Insurance Scheme following 31 March 2026. The Council Housing Services is responsible for implementing the exit strategy and will therefore be required to ensure clear communications to affected homeowners. As part of the managed withdrawal, the Council will continue to administer and deliver the Block Building Insurance Scheme until the expiry on 31 March 2026. Page 11
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2023/24 ANNUAL EXTERNAL AUDIT REPORT A report was submitted by the Chief Officer – Resources:- (1) presenting the 2023/24 Annual Audit Report to Members and Controller of Audit, for the Council, prior to approving the 2023/24 Audited Annual Accounts for the Council; and (2) providing an update on the external audit of the Annual Accounts of the Council for the year ended 31 March 2024. After discussion and having heard the Chief Officer – Resources, the Finance Manager and the External Auditor, Forvis Mazars in further explanation and in answer to Members’ questions, the Council agreed the Annual Report to Members and Controller of Audit 2023/24 for the Council (Appendix 1 to the report). 2023/24 AUDITED FINANCIAL STATEMENTS A report was submitted by the Chief Officer – Resources providing Members with the opportunity to scrutinise and approve the 2023/24 Audited Annual Accounts for the Council. The Council agreed:- (1) to note the audit was substantially complete and Forvis Mazars had advised they were expecting to issue an unqualified opinion on the Council’s 2023/24 Annual Accounts; and (2) to approve the information provided within the 2023/24 Audited Annual Accounts (included as Appendix 2 to the report). INTERIM REVIEW OF POLLING DISTRICTS AND POLLING PLACES 2025 A report was submitted by the Chief Officer – Regulatory and Regeneration advising of the response to the consultation on the interim review of polling districts and polling places involving the Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards and seeking approval of the final polling scheme. After discussion and having heard the Chief Executive and the Manager of Democratic and Registration Services in further explanation and in answer to Members’ questions, the Council agreed:- (1) to adopt the changes to the scheme of polling districts and polling places as shown in Appendix 1 as detailed in paragraph 4.8 to the report, to the deletion of polling district DU23C as shown in the maps of Appendix 2 to the report and a temporary portacabin as a contingency for West Bridgend; and Page 12
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(2) to grant the Chief Executive delegated authority to vary the polling scheme where an approved polling place is no longer deemed suitable or available and a suitable contingency venue has been identified, where practicable, in consultation with local members. WEST DUNBARTONSHIRE COUNCIL ANNUAL PERFORMANCE REPORT 2024/25 A report was submitted by the Chief Officer – Citizen, Culture & Facilities presenting West Dunbartonshire Council’s Annual Performance Report 2024/25 and supporting performance information. After discussion and having heard the Chief Officer – Citizen, Culture & Facilities, Chief Officer – Education, and the Chief Officer – Health & Social Care Partnership, in further explanation and in answer to Members’ questions, the Council agreed to note the content of the report. FINANCIAL UPDATE A report was submitted by the Chief Officer – Resources providing an update on the financial challenges facing the Council and the estimated 2026/27 to 2029/30 revenue budget gaps. It was noted that the report contained a typographical error in paragraph 2.1.III and that the mid-range should read 2026/27 and not 2025/26. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the Scottish Government budget had been delayed until mid-January as a consequence of the later than expected publication of the UK Government Autumn Statement, which meant the Council would not be advised of its indicative 2026/27 settlement until mid-January 2026; (2) to approve the award of £10,000 to fund Additional Support Needs swimming lessons provided by West Dunbartonshire Leisure; (3) to note the updated position regarding projections for the Council’s estimated revenue budget gaps in 2026/27 to 2030/31, particularly the updated estimated mid-range 2025/26 budget gap of £8.882m; (4) to note the £4.309m benefit to the Council obtained through early repayment of long-term loans with that benefit split between general services (£3.490m) and the Housing Revenue Account (£0.819m); (5) to approve the release of £0.722m of resettlement funds to unearmarked general fund reserves with £0.499m retained in an earmarked reserve to support future provision of resettlement activity; Page 13
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(6) to approve the allocation of £2.924m of Energy Efficient Scotland Area Based Scheme funds as £1.992m to the HRA, £0.250m to unearmarked general fund reserves with £0.486m retained for retentions and £0.196m to make provision for potential bad debt; and (7) to approve use of £1.261m of unallocated reserves to rebuild the Voluntary Redundancy / Early Retirement reserve. GENERAL SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer – Resources advising of the 2025/26 Revenue Budget position at 31 August 2025 and the forecast position of the General Fund Reserve as at 31 March 2026. DECLARATION OF INTEREST Councillor Martin Rooney declared an interest in relation to this item being a member of Strathclyde Pension Board and Committee and left the meeting at this point. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note: (i) the overall favourable variance (underspend) on the General Fund Revenue Budget of £2.788m, a reduction in forecast of £4.071m since last reported which was mainly due to the £3.490m discount received following repayment of four long term market loans; and (ii) the forecast unallocated reserve balance of £6.379m which was £0.289m above the prudential target; (2) to note a current projected adverse variance (overspend) on the General Services Delivery Budget of £0.702m (0.22% of total budget), a reduction in costs of £0.580m since last reported, and the details provided in section 4.1 and the appendices to the report; and (3) to note the current projected use of earmarked reserves of £2.304m offset by the release of £0.078m and the forecast earmarked balance of £10.862m, and the details provided in section 4.4 and Appendix 4 to the report. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 5.42 p.m. with all those listed in the sederunt present, including Councillor Martin Rooney. Page 14
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GENERAL SERVICES CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer – Resources providing an update on the General Services capital financial performance to 31 August 2025. The Council agreed:- (1) to note the current position of the 2025/26 General Services capital budget; (2) to approve the revised completion dates in respect of 5 projects detailed in paragraph 4.4 and Appendix 2 to the report; (3) to note the reprofiling of 6 projects detailed in Appendix 3 to the report (£4.237m) over the project life; (4) to approve £0.027m of additional capital budget for data strategy, as detailed in paragraph 4.9 of the report; (5) to approve £1.316m of additional capital budget for plant and machinery replacement strategy, as detailed in paragraph 4.10 of the report; and (6) to approve £0.352m of additional capital budget for vehicle replacement strategy as detailed in paragraph 4.11 of the report. HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer – Resources advising of the 2025/26 HRA revenue budget position at 31 August 2025 and the forecast position for HRA reserve on 31 March 2026. After discussion and having heard the Housing Asset and Investment Manager in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note a projected favourable variance (underspend) on the HRA Revenue Account of £1.150m, a significant improvement on the period 3 forecast; (2) to note the forecast 31 March 2026 HRA reserve position of £1.761m which was £0.601m above the HRA prudential target of £1.160m; and (3) to note further opportunities to deliver an increased HRA surplus, including the targeting of efficiencies across all areas of the HRA revenue account budget, would be explored. Page 15
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HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer – Resources providing an update on the HRA capital programme to 31 August 2025. After discussion and having heard the Building Services Manager and Housing Operations Manager in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the position of the 2025/26 HRA capital budget and the HRA capital plan as at 31 August 2025; (2) to note that project life performance is monitored against a £345.311m project life expenditure estimate, an £80.379m project life income estimate and a £264.932m five-year borrowing requirement; (3) to note all projects were currently on track to achieve their planned completion dates and that eleven projects were forecast to deliver a total underspend of £6.481m against their five-year project life budgets; (4) to note in-year financial performance is monitored against a 2025/26 capital expenditure budget of £55.547m, 2025/26 capital income budget of £6.290m and a one-year borrowing requirement of £49.257m; and (5) to note thirty-two projects were reporting as off track in 2025/26 with an anticipated underspend of £9.812m against their 2025/26 budgets, reducing the forecast one-year borrowing requirement to £39.445m. 2024/25 TREASURY MANAGEMENT ANNUAL REPORT A report was submitted by the Chief Officer – Resources providing an update on treasury management during 2024/25. The Council agreed:- (1) the Treasury Management Annual Report, as appended to the report; and (2) that the Treasury Management Annual Report had been presented to the Audit Committee at its meeting on 24 September 2025. BUDGET CONVERSATION 2026/27 – ENGAGEMENT RESULTS A report was submitted by the Chief Officer – Citizen, Culture & Facilities providing an overview of the key results and feedback from the recent Budget Conversation 2026/27 engagement. Page 16
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After discussion and having heard the Chief Officer – Citizen, Culture & Facilities in further explanation and in answer to Members’ questions, the Council agreed to note the results and feedback from citizens on broad service areas and delivery priorities as part of the 2026/27 budget setting process. VARIATION IN ORDER OF BUSINESS After hearing Provost Murray Conaghan, the Council agreed to vary the order of business as hereinafter minuted. NOTICE OF MOTIONS (c) Motion by Councillor William Rooney – Kilpatrick Hills Councillor William Rooney moved:- Council recognises the importance of net-zero and a resilient energy mix for energy security and economic growth. Council values the Kilpatrick Hills and surrounding green spaces as vital for biodiversity, public access, health, and local identity. Council notes growing community concern over industrial developments— such as battery energy storage sites—near neighbourhoods, which often lack community benefit and could negatively affect the health and wellbeing of our residents. Council believes individual citizens must be empowered to contribute their views directly and accordingly the Council requests the Chief Officer Regulatory and Regeneration to provide communities with guidance to enable them to effectively represent views from within their communities to the Energy Consent Unit and relevant Scottish Minister. The Council agreed the motion. (f) Motion by Councillor Gordon Scanlan – Goldenhill Park Councillor Scanlan moved:- Along with my Ward colleague, Councillor Lawrence O'Neill, we accepted an invite to tour Goldenhill Park with our local resident and Clydebank Local History Society member, Sam Gibson. For anyone who knows Sam, lately of the Clydebelt Group, they will know that he has a deep knowledge of all things historically within our Ward especially with all of the history of the Roman Fort site within the park. Sam also served his time as an Apprentice within the old Parks Department of Clydebank Page 17
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District Council and worked thereafter across many of our parks – he has a wealth of knowledge on the subject matter and the historical links that should be maintained appropriately. Councillor O’Neill and I spent some time with Sam looking at the park and the history of the Romans and the Antonine Wall, as well as the poor condition of Goldenhill Park relative to the preservation of the Roman Fort site. We have a World Heritage site within West Dunbartonshire and more could and should be done to promote this achievement. A great deal of work, with West Dunbartonshire Council as the Lead Authority, was undertaken to celebrate the Romans being present within our communities many years ago. I would ask that a Report comes to a future Council meeting looking specifically at what more could be done within Goldenhill Park and indicate whether, given its obvious links to the Roman Fort site and the World Heritage Status conferred on the Antonine Wall, that Goldenhill Park be granted similar park status to Dalmuir Park; Christie Park; Balloch Park and Levengrove Park and what any cost implications of this enhanced status would be needed to allow Members to make an informed decision and improve the condition of Goldenhill Park. The Council agreed the motion. Note: Councillor McBride left the meeting at this point. (i) Motion by Councillor Sophie Traynor – Rise in Anti-Migrant, Racist Rhetoric Councillor Traynor moved:- Council is deeply concerned by rise in anti-migrant, racist rhetoric exhibited nationally and across the globe. Council condemns all forms of discrimination, including racism, sectarianism, Islamophobia, and antisemitism. We recognise current tensions within our communities and reaffirm our commitment to fostering an inclusive and cohesive West Dunbartonshire where everyone is treated with dignity and respect. Council therefore reaffirms its commitment to: 1. Reject all forms of hate and discrimination in our communities and across our services. 2. Work with our schools and education settings to make a proactive and sustained effort to tackle misinformation around this topic. 3. Promote inclusion, equality, and respect through engagement that bring people together across communities, regardless of their differences, fostering unity and understanding. Page 18
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The Council agreed the motion. (a) Motion by Councillor Lauren Oxley – 75 Years of Whitecrook Bowling Club Councillor Oxley moved:- Council notes that September 2025 marked the 75th anniversary of Whitecrook Bowling Club, a much-loved and long-standing part of the Whitecrook community since its establishment in 1950. Council recognises the Club’s significant contribution to local life over the past seven and a half decades. More than simply a place for sport, Whitecrook Bowling Club has served as a cornerstone of community life, providing a welcoming space where people of all ages can come together, build friendships, and take part in shared activities. Council further acknowledges the important role the Club continues to play in tackling loneliness and social isolation within the community. By offering opportunities for connection, recreation, and companionship, the Club helps to improve wellbeing and strengthen the social fabric of the area. Council celebrates this remarkable milestone and extends its sincere congratulations to the members, committee, and volunteers whose hard work and dedication have sustained the Club for 75 years. Council also agrees that the Provost should host a civic afternoon tea in recognition of this anniversary, to formally celebrate the Club’s history and the positive contribution it continues to make to community life. The Council agreed the motion. (b) Motion by Councillor Gordon Scanlan – Drumchapel Amateur Football Club Councillor Scanlan moved:- This motion recognises the achievements and contribution to football of Drumchapel Amateur Football Club in the year of its 75th anniversary. The Club has been a launchpad for careers at the top level of the game and has contributed so much to the local community in Duntocher and beyond. The motion calls on the Provost to celebrate this with a token of appreciation from the Council. The Council agreed the motion. Note: Councillor McGinty left the meeting at this point. Page 19
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(d) Motion by Councillor Clare Steel – Acknowledging "Our Voices, Our Stories" – A Youth-Led Project Tackling Poverty Stigma Councillor Steel moved:- Council recognises the important collaborative work between West Dunbartonshire Citizens Advice Bureau and Pupils at St Peter the Apostle High School in creating the powerful and thought-provoking comic book, Our Voices, Our Stories. This project brings together the lived experiences and creativity of young people to highlight and humanise the realities of poverty in our communities. Through a series of honest and moving stories, the comic book gives voice to those often unheard, challenging the stigma associated with poverty and encouraging empathy, understanding, and action. Council commends both WDCAB & the Pupils, for their innovative and inclusive approach, empowering young people to lead the conversation around social justice and inequality. The comic book serves not only as an educational resource but as a vital tool for advocacy and awareness, and it reflects the values of compassion and community that are essential to addressing poverty in all its forms. Council further agrees to commend the young people and staff involved for their creativity, compassion, and leadership in addressing the realities of poverty. Council recognises the value of Our Voices, Our Stories as an educational and awareness-raising resource and will explore opportunities to share it more widely across the local authority. Council also hopes that other schools will be inspired by this project and supported to undertake similar initiatives that give young people a platform to share their experiences and challenge stigma in their communities. The Council agreed the motion. (e) Motion by Councillor William Rooney – Supporting Movember and Men’s Health in West Dunbartonshire Councillor William Rooney moved:- Council notes the impactful work of Movember UK, a charity dedicated to raising awareness of men’s health, which originated from the symbolic act of growing a moustache each November. Key men’s health concerns include mental wellbeing and cancers such as testicular and prostate cancer. Council shares Movember UK’s commitment to improving mental health and strengthening suicide prevention messaging targeted at men throughout our communities. Page 20
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Council notes that testicular cancer often affects men in their early thirties, while prostate cancer remains the most commonly diagnosed cancer among men. Council affirms the importance of raising awareness and ensuring accessible support and information for those affected. In recognition of the volunteers who support Movember UK annual campaign and awareness raising work, the Council requests that we show our support for the charity by turning Council buildings blue on International Men’s Day, recognising the significance of men’s health and wellbeing across West Dunbartonshire. Council also asks that the Chief Executive explores ways that the Council can engage with the organisation to promote men’s health in West Dunbartonshire. The Council agreed the motion. (g) Motion by Councillor Kevin Crawford – Recognising the Life and Contribution of Anne “Rose” Jennings In the absence of Councillor Crawford, Councillor Scanlan moved:- Council recognises the outstanding contribution of Anne Jennings, known to many as Rose, who sadly passed away earlier this year at the age of 73. Anne was a strong-minded, compassionate, and determined woman who dedicated her life to improving the Whitecrook community she was so proud to call home. She was never one to stand by and watch others struggle, and her tireless efforts made a lasting difference to countless local residents. Throughout her life, Anne gave selflessly to her community - from caring for neighbours’ children so their parents could work, to volunteering at children’s and tots’ clubs held in the Clydebank East CE Centre. She was instrumental in fundraising efforts to bridge the shortfall required to build Centre 81, a valued local hub that continues to serve the community today. Anne went on to serve as a member and committee member of Clydebank East Community Council, where she worked for many years to address local issues and support residents. Most recently, she co-founded the Whitecrook Community Action Group, helping to establish the charity and deliver meaningful projects for local people. Council pays tribute to Anne Jennings for her lifetime of service, compassion, and commitment to others. Her legacy of kindness, determination, and community spirit will continue to inspire all those who strive to make Whitecrook and Clydebank a better place for everyone. Councillor Oxley asked Councillor Scanlan if he would accept the following addendum to his motion:- Page 21
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Recognising the Life and Contribution of Mrs Rhona Young Council recognises with deep sadness the passing of Mrs Rhona Young, a long-time resident of Mansefield Crescent, who passed away earlier this month at the age of 95. As the oldest and longest-serving member of Old Kilpatrick Community Council, Rhona devoted more than four decades of her life to serving her community with compassion, commitment, and an unwavering sense of civic duty. Rhona was a much-loved and familiar face throughout Old Kilpatrick - not only through her many years as the local postmistress, but also through her tireless voluntary work and genuine care for others. Over the years, she gave countless hours of service to the British Red Cross, Old Kilpatrick Community Council, and the Clydebank Seniors Forum, always striving to make a positive difference in the lives of those around her. Council further recognises that Rhona played an instrumental role in founding and supporting many community groups and local campaigns that have left a lasting impact on the village and its people. Her dedication, warmth, and determination inspired all who had the privilege of knowing her. Council extends its heartfelt condolences to Rhona’s family, friends, and all who knew her. Her lifelong commitment to her community and her legacy of service will be remembered with deep gratitude and affection for many years to come. Councillor Scanlan confirmed his acceptance of the addendum, and the motion, with addendum, was agreed by the Council. (h) Motion by Councillor Lauren Oxley – Recognising the Work of Hydra Arts in West Dunbartonshire Councillor Oxley moved:- Council recognises the outstanding contribution of Hydra Arts, a locally based community arts organisation which has been delivering creative, inclusive, and inspiring projects across West Dunbartonshire since 2019. Council acknowledges that Hydra Arts was founded with a vision to make the arts accessible to everyone - bringing people together, celebrating creativity, and strengthening the sense of community across Bowling, Old Kilpatrick, and beyond. Through its work, the organisation has created spaces where residents of all ages, backgrounds, and abilities can connect, express themselves, and share in collective pride for their community. Council further recognises that Hydra Arts has brought around £500,000 of cultural investment into West Dunbartonshire since 2019, supporting Page 22
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employment for local artists and ensuring that creative opportunities remain free and open to everyone. Council commends Hydra Arts for its ongoing dedication to creativity, community, and inclusion, and expresses our sincere appreciation for the organisation’s remarkable contribution to the cultural life and social wellbeing of West Dunbartonshire. The Council agreed the motion. DATE OF NEXT MEETING Members noted that the next ordinary meeting of West Dunbartonshire Council was scheduled to be held on Wednesday, 17 December 2025 at 4.00 p.m. The meeting closed at 7.18 p.m. Page 23
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WEST DUNBARTONSHIRE COUNCIL Report by: Lesley James Head of Children’s Health and Justice Chief Social Work Officer Date of Meeting: 17th December 2025 ___________________________________________________________________ Subject: Chief Social Work Officer Annual Report 1. Purpose 1.1 The purpose of this report is to request oversight and approval of West Dunbartonshire Council Annual Chief Social Work Officer (CSWO) Report which provides information on the statutory work undertaken delegated to the HSCP on the Council’s behalf, including a summary of governance arrangements, service delivery, resources and workforce. 2. Recommendations 2.1 The Council are asked to approve the contents of the report contained at appendix 1 and its submission to the Office of the Chief Social Work Advisor to the Scottish Government 3. Background 3.1 The requirement for each Council to have a Chief Social Work Officer was initially set out in section 3 of the Social Work (Scotland) Act 1968 and is also contained within section 45 of the Local Government etc. (Scotland) Act 1994. 3.2 The role of the CSWO is to provide professional guidance, leadership and accountability for the delivery of social work and social care services – both of those provided directly by the local authority social work and care services delegated to the HSCP and also those commissioned or purchased from other providers. 3.3 The CSWO Annual Report has been prepared in line with National Guidance: ‘The Role of the Chief Social Work Officer’ (Scottish Government: 2016). This report also fulfils the statutory requirement for each CSWO to produce an annual report on the activities and performance of social work services within the local area. 3.4 Following approval, the annual report will be provided to the Chief Social Work Advisor to the Scottish Government and will be posted on the Council and HSCP websites. ITEM 8 Page 25
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4. Main Issues 4.1 Each CSWO produces an annual report based on an agreed template by the Office of the Chief Social Work Adviser. This ensures local reporting arrangements continue whilst having due regard to current pressures being experienced across the sector. The Office of the Chief Social Work Advisor will use completed reports to prepare a national overview in 2026. 4.2 The report, makes significant reference to the work of teams across Children & Families, Adults, Older People and Justice Services. The report gives both performance information and highlights the extensive and varied contribution that social work makes to the lives of our citizens within West Dunbartonshire and the role that social work has to play in the protection of the public. 4.3 Oversight arrangements, public protection activity and performance information is detailed as well as external scrutiny of those regulated services delivering statutory functions during 2024-25. 4.4 The report summarises the development around recruitment and retention in a national context of shortages of social workers and vacancies which have been evident for some time. Workforce planning is crucial in supporting the development of local strategies in recruitment and retention of social work staff and the priority that this requires. 4.5 Social Work professional values underpin the delivery of services which are, relationship and rights-based, informed by lived experience of those who use service and people’s behaviours are informed through an understanding of trauma and the impact can have on individual life experiences, behaviours and opportunities. 4.6 The Social Work and Care services workforce is diverse and includes social care workers, occupational therapists, residential and day care staff, home care staff, Mental Health Officers; and social workers delivering protection and a range of statutory interventions to ensure the safety and protection of vulnerable Children, Adults and the wider public. 4.7 Services are delivered by a skilled, dedicated workforce who require support, training and effective leadership to undertake complex and often challenging work. There are identified gaps in learning and development opportunities for social work staff and in 2025-26 we will see this improve with the appointments of two learning and development officers, with a skilled and supported workforce being at the heart of high-quality service delivery enabled by the employer and the HSCP. 4.8 Social work services in essence support some of the most vulnerable in our communities due to complexity of their needs and the risk to themselves or others. Services intervene in the lives of those that are unable to self -care with at times decision around liberty as well where they resided not being taken likely with the balance of individual rights and Page 26
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the needs for protection being a professional judgement using necessary statutory powers proportionally and with skilled workforce who engage and advocate where required to ensure rights are upheld. 5. People Implications 5.1 The CSWO Annual Report highlights both ongoing challenges and developments in workforce planning and recognises the activity taking place to support staff wellbeing and ensure successful recruitment and retention. 5.2 The report highlights developments of key posts across social work services to support an on-going improvement agenda and identified priorities for the delivery of social work services. 6. Financial and Procurement Implications 6.1 There are no financial or procurement implications arising from the CSWO annual report. 6.2 Budgetary oversight of services provided by the HSCP continues to be provided by the HSCP Board. Budget pressures in social work and social care are evident and the risks inherent in social work services aligned to their statutory nature need to be understood to support safe delivery and resourcing. 7. Risk Analysis 7.1 Provision of statutory social work services requires appropriately qualified and skilled staff; analysis of activity and future demand is intended to inform future service planning to continue to meet statutory duties. HSCP Risk registers reflect protection functions and impact of vacancies and current gap in some respects of core learning and development for staff. 8. Equalities Impact Assessment (EIA) 8.1 There is no requirement for an equalities impact assessment, as this report does not recommend a change to existing policy, function or strategy. 9. Environmental Sustainability 9.1 There are no implications for environmental sustainability. Page 27
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10. Consultation 10.1 Contributions to the CSWO Annual Report has been informed by managers and staff delivering the statutory functions contained within this report. 11. Strategic Assessment 11.1 Analysis of activity, resources and performance within the CSWO Annual Report provide assurance that the planning and delivery of social work services in West Dunbartonshire continue to reflect statutory requirements. 11.2 The report also demonstrates how services support the Council’s strategic priorities and the HSCP Strategic Plan, working with local residents and communities to improve lives. Lesley James Head of Children’s Health, Care and Justice Chief Social Work Officer Person to Contact: Lesley James, Head of Children’s Health, Care and Justice Services, Chief Social Work Officer Lesley.james@west-dunbarton.gov.uk Appendices: Appendix 1- Chief Social Work Officer Annual Report 2024- 25 Page 28
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West Dunbartonshire Chief Social Work Officer Annual Report 1 April 2024 – 31 March 2025 APPENDIX 1 Page 29
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P a g e 2 | 79 Contents 1. Introduction…………………………………………………………………………............ 3 2. Governance, Accountability and Statutory Function………………………………… 5 2.1 Role of the Chief Social Work Officer (CSWO)………………………………………… 5 2.2 Public Protection…………………………………………………………………………… 6 2.3 Quality Assurance………………………………………………………………………… 7 2.4 Governance………………………………………………………………………………... 8 2.5 Management and Performance Information……………………………………........... 8 2.6 Risk Oversight ……………………………………………………………………............ 9 2.7 Population Profile ………………………………………………………………………… 10 2.8 Specific Challenges for Our Communities 2024/25…………………………………… 10 2.9 Social Work Service Structure Delegated to HSCP…………………………………… 13 3. Service Quality and Performance……………………………………………………….. 14 3.2 Key Achievements 2024/25……………………………………………………………… 14 3.3 Children Young People and Their Families ……………………………………........... 15 3.4 The Promise and Strengthening The Voice of Children and Young People……….. 16 3.5 Scottish Child Interview Model (SCIM) aligned to Bairnshoose……………………… 19 3.6 Permanence Team ………………………………………………………………............ 20 3.7 Recruitment of Foster Carers …………………………………………………………… 21 3.8 Advocacy…………………………………………………………………………………… 21 3.9 Child My Assessment My Plan- Assessment and Planning………………………….. 22 3.10 Strengthening Quality Assurance and the Voice of Children and young People….. 23 3.11 Family Support for Children and Young People and Families ……………………… 24 3.12 Unaccompanied Asylum Seeking Children (UASC)………………………………….. 25 3.13 Self- Evaluation Activity………………………………………………………………….. 26 3.14 Public Protection and Social Work……………………………………………………… 26 3.15 Child Protection and Social Work………………………………………………………. 28 3.16 West Dunbartonshire Child Protection Committee…………………………………… 30 3.17 West Dunbartonshire Children’s Houses………………………………………………. 35 3.18 Adult Services…………………………………………………………………………….. 36 3.19 Telecare Award…………………………………………………………………………… 38 3.20 Power of Attorney Test of Change……………………………………………………… 39 3.21 West Dunbartonshire Care at Home Service………………………………………….. 40 3.22 Care Home Assurance Team (CHAS) Review 2024…………………………………. 41 3.23 Adult and Older People Services and Complex Care Planning Improvements…… 42 3.24 My Life Assessment Evaluation………………………………………………………… 43 3.25 Just Enough Support…………………………………………………………………….. 45 3.26 Adult Support and Protection……………………………………………………………. 45 3.27 Overview of Adult Protection Activity 2024/25………………………………………… 46 3.28 Mental Health Officer Service (MHO)………………………………………………….. 49 3.29 Adults with Incapacity (AWI)/ Guardianship…………………………………………… 50 3.30 Community Learning Disability Services………………………………………………. 51 3.31 Learning Disability Registered and Non- Registered Services……………………… 52 3.32 Alcohol and Drug Partnership (ADP)…………………………………………………… 53 3.33 Justice Social Work Services…………………………………………………………… 56 3.34 MAPPA (Multi-Agency Risk Assessment Conference) ……………………………. 62 3.35 Community Justice……………………………………………………………………….. 63 4. Resources…………………………………………………………………………………. 67 5. Workforce and Service Impact………………………………………………………….. 71 5.1 Workforce Planning………………………………………………………………………. 71 5.2 Workforce Split……………………………………………………………………………. 72 5.3 West Dunbartonshire HSCP Approach to Staff Health and Wellbeing……………… 75 5.4 Workforce Development, Learning and Collaboration………………………………… 76 Page 30
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P a g e 3 | 79 1. Introduction 1.1 It gives me great pleasure to present this annual report 2024/2025 as Chief Social Work Officer for West Dunbartonshire. The report presents an overview of social work and social care services within West Dunbartonshire and the statutory social work functions delivered during this period. The report aims to capture good practice, challenges and improvement activity that has taken place across the range of services delivering social work and social care services. 1.2 The commitment and enthusiasm of our social work professionals and social work and care workforce in providing services to many of our most vulnerable children, young people and adults in our communities is clear, at a time where budgetary pressures and national local and workforce challenges are at arguably an unprecedented point. 1.3 The workforce and resources section highlights those continued challenges and the impact both in terms of capacity within the social work and care workforce. We need to ensure that a strong ‘social work voice’ is heard with the rights of those we serve being at the forefront, and the impact of financial decision making and recruitment challenges with the needs and risks of service users visible and transparent. 1.4 In West Dunbartonshire our social work and care services are diverse, and this report does not attempt to cover every aspect. This report summarises practice activity, improvement and the work that is taken place to strengthen service user voices, and where appropriate service redesign. Services need to keep evolving and changing to best respond to the needs of our communities and we need to be outward facing in all that we do. 1.5 The nature of social work is often overlooked or misunderstood in the vital role that it plays in supporting children and adults to ensure their voice and rights are upheld and that individuals lived experience is truly understood and informs how services are delivered. 1.6 To make changes in their lives, people assess how to meet need, recognise and manage risk to themselves and others and do this in the context of balancing often competing rights and responsibilities. Through their relationships, social workers help people analyse where they are, work out where they want or need to be, and can be the catalyst for change. 1.7 In my report I have referred to social work and social care separately as they are two very different activities and often misunderstood. Care is the support and help you will receive to meet your care needs and ‘social work is a practice-based discipline that profession promotes social change, problem solving in human relationships and the empowerment and liberation of people to enhance well-being. Utilising theories of human behaviour and social systems, social work intervenes at the points where people interact with their environments. Principles of human rights and social justice are fundamental to social work. 1.8 I would like to acknowledge and thank the many contributors to this report and also the workforce who contiue to strive to deliver relational and person centred services which enable children and adults to remain at home supported by family where possible and where this is not possible ensure their rights and care are delivered in a Page 31
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P a g e 4 | 79 way that is respectful and focused in a way which best supports their needs. 1.9 Put simply due to their commitment, adults and children at times of crisis, failing health, family breakdown, or where there is a risk of harm, are on a daily basis enabling and supporting people to live safely with care dignity and respect. Lesley James Head of Children’s Health, Care and Justice Chief Social Work Officer 30 October 2025 Page 32
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P a g e 5 | 79 2. Governance, Accountability and Statutory Functions 2.1 Role of the Chief Social Work Officer (CSWO) 2.1.1 There is a statutory requirement for all Local Authorities to appoint a professionally qualified Chief Social Work Officer (CSWO) who is registered with the Scottish Social Service Council (SSSC). This regulation is set out in Section 45 of the Local Government (Scotland) Act 1994. The overall role of the CSWO is focused on the provision of effective professional advice and guidance to Local Authorities, Integration Joint Boards, Elected Members and Officers in the provision of Social Work Services whether directly provided or commissioned. 2.1.2 The CSWO has responsibility for overall performance improvement and the identification and management of corporate risk in so far as these relate to Social Work services. The CSWO provides professional governance, leadership and accountability for the delivery of Social Work and Social Care services whether directly provided or delivered by the private or voluntary sector on behalf of the Local Authority. 2.1.3 The role assists the Council and the Integration Joint Board to understand the responsibilities and the complexities involved in the delivery of Social Work services. The CSWO is required to ensure that all social services workers meet the requirements of the SSSC Codes of Practice. 2.1.4 The role of the CSWO is to provide professional governance, leadership and accountability for the delivery of Social Work and Social Care services, not only those provided directly by the HSCP but also those commissioned or purchased from the voluntary and private sector. Social Work services are delivered within a framework of statutory duties and powers and are required to meet national standards and provide best value. 2.1.5 West Dunbartonshire Council has resolved that the Chief Social Work Officer role is held by the Head of Children’s Health, Care and Justice reporting to both the Chief Officer of the HSCP and the Chief Executive. 2.1.6 The role of the CSWO assists the local authority and the IJB and its partners in understanding the complexities and cross-cutting nature of social work service delivery. Including issues such as corporate parenting, child protection, adult protection and the management of high-risk offenders, but also the key role social work plays in contributing to the achievement of a wide range of national and local outcomes. 2.1.7 In West Dunbartonshire, NHS Greater Glasgow and Clyde and West Dunbartonshire Council have gone beyond the statutory minimum requirements when determining which functions to delegate to the Integration Joint Board. As such Children’s Services Social Work and Adult Services Social Work including Criminal Justice are all part of the West Dunbartonshire Health and Social Care Partnership and are overseen by the Integration Joint Board who must ensure that delegated functions are carried out effectively. 2.1.8 The CSWO plays a fundamental role in the context of Health and Social Care Integration, and as required, is a non-voting member of the Integration Joint Board. The professional leadership provided by the CSWO in these integrated arrangements is central to the effectiveness of improving the quality of Social Work Services and Social care within West Dunbartonshire underpinned by person centre approach has to care and support that improves the outcomes for people in our communities. Page 33
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P a g e 6 | 79 2.1.9 The CSWO has a defined leadership role in professional standards of practice being adhered to Aligned to Clinical and Care Governance systems which support the work of the Integration Joint Board, the development of a Social Work and Care Governance group was implemented in 2023 Chaired by the CSWO. This has continued to develop its framework for assurance an oversight of key social work and Care services with strengthened reporting over the past year. In the reporting year further developments have taken place to align the governance to a social work assurance framework with a strengthened focus on statutory social work functions. 2.1.10 The integration of health and social care highlights the complexity of social work governance arrangements, but regardless of integration, West Dunbartonshire Council retain statutory responsibilities in relation to social work services. Elected members have important leadership and scrutiny roles and this annual report seeks to support Elected Members to discharge these functions. It is essential that Elected Members assure themselves that service quality is maintained and that risks are managed effectively. 2.1.11 The CSWO in West Dunbartonshire plays no role in budget setting for social work services and this is variable across the country. This does present challenges in relation to budget settlement and allocation of resource aligned to these priority protection and care functions for some of West Dunbartonshire most vulnerable children and adults. 2.2 Public Protection 2.2.1 Within West Dunbartonshire the term public protection is used to encompass the many different strategic approaches and responses to keeping children and adults safe in our communities, this includes Child Protection, Adult Support and Protection, Multi-Agency Public Protection Arrangements (MAPPA), Alcohol and Drug Partnership, Violence Against Women and Girls and Suicide Prevention. 2.2.2 The West Dunbartonshire Public Protection Chief Officers Group (PPCOG) has been established to reduce the harm to children and adults at risk. Effective public protection requires agencies to work together at both a strategic and operational level Through the PPCOG actions have been taken to better align governance structures and system oversight as well as the collective approaches to risk management and assurance, this focus has been strengthened however, work is ongoing to fully embed a culture of quality assurance and risk management, risk registers have been developed for all 6 areas of Public Protection and aligned to a lead officer or Co- ordinator for the partnership groups delivering on these objectives. 2.2.3 Each reporting partnership has developed risk registers which report to PPCOG by exception where risks are considered high or above. The absence of learning and development resource within West Dunbartonshire supporting the multi-agency work of committees has been a key identified risk over the reporting period. 2.2.4 West Dunbartonshire continues to engage a single Independent Chair for its Adult and Child Protection Committees who reports to PPCOG. There are now 7 sub- committee reporting across both Committees including Communication and Engagement, Learning Reviews, Interagency Referral Discussion (IRD) Learning and Development, Policy and Practice, Quality Assurance and Data, Vulnerable Pregnancies (CPC) only. 2.2.5 As part of the continued promotion of a culture that supports learning, the PPCOG has engaged an independent lead to conduct learning reviews. These learning reviews present an opportunity for in-depth analysis and critical reflection with staff to Page 34
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P a g e 7 | 79 reflect on practice and to embed learning in practice in the past year there have been two learning reviews concluded in adult services and one within children’s services. These reviews and the associated improvement plans have been reported to PPCOG to ensure required oversight of the work of committees. 2.2.6 West Dunbartonshire is part of North Strathclyde Multi Agency Public Protection Arrangements (MAPPA), along with five other local authority areas, supported by a dedicated MAPPA co-ordinator who provides professional advice and guidance. The MAPPA Unit team also support responsible authorities to fulfil their statutory duties around information sharing and joint working to assess and manage the risk of individuals managed within MAPPA. The Chief Social Work Officer continues to attend the North Strategic Oversight Group and the Justice Service Manager is a member of the Management Oversight Group, where both groups include responsible authorities (Local Authorities, Police Scotland, Scottish Prison Service and Health). 2.2.7 The Violence Against Women and Girl (VAWG) Partnership was reinstated in West Dunbartonshire in 2023 with the appointment of a VAWG co-ordinator. Over the reporting period the VAWG partnership developed a local strategy to strengthen the strategic approach to addressing domestic violence in West Dunbartonshire. The prevalence of domestic Violence continues to be an extremely high and as a serious and significant impact on children, non-abusing partners and parents and justice activity and it remains a key priority in locally reducing domestic violence prevalence. 2.2.8 Suicide prevention Partnership has been established during the reporting period and associated suicide prevention strategy. The reporting and oversight is now aligned to PPCOG. 2.3 Quality Assurance 2.3.1 It is important that a culture of continuous improvement is embedded across all aspects of social work. This is an area this has required significant development in West Dunbartonshire both to ensure capacity and develop a culture of learning and improvement. 2.3.2 Some Progress has been made in the year to 31 March 2025 in relation to the monitoring of service quality and performance across services. However there continues to be significant gaps in service information which impacts on management and senior management oversight of effective delivery. 2.3.3 Quality assurance and learning activity also includes learning from case, or Learning Reviews undertaken in collaboration with our partners. In 2024 West Dunbartonshire Adult Protection Committee commissioned and concluded one themed learning review with a further learning review commissioned. One Learning Review was also jointly commissioned by West Dunbartonshire and Dundee City Council Child Protection Committee. 2.3.4 Clinical and care governance is the process by which accountability for the quality of health and social care is monitored and assured and that staff are supported in continuously improving the quality and safety of care. This ensures that good performance is highlighted, and poor performance is identified and addressed. The aim in monitoring clinical and care quality aligned to the principles of good governance, is to engage and involve people in ensuring clinical and care quality is associated with public transparency, meaningful accountability requirements and robust organisational arrangements for governance. A sub- group of Clinical Care Governance was developed in 2023 and further strengthened regarding the reporting and scrutiny of Social Work Governance and chaired by the CSWO. Page 35
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P a g e 8 | 79 The group reports through the structure of clinical care governance and is underpinned by a developing framework of governance standards for social work and care. 2.3.5 Social Care and Social Work subgroup led by CSWO has been established and in scope are all commissioned services providing social care and support, complaints, notifiable incidents, regulated inspection and improvement plans, service data trends with specific focus on the statutory social work data and evaluation which is developing to ensure managers and leaders are enabled by the reporting of relevant data to understand data aligned to performance and to ensure routine self-evaluation around service quality including recording supervision and lived experience is central to service practice. 2.3.6 West Dunbartonshire HSCP have implemented a Programme Management Office (PMO) approach to bring structure and governance to change projects across the partnership. The PMO Board meets monthly to review updates from individual projects and provide guidance and direction where required. Delivery of improvement projects and change is supported by Service Improvement leads who support services to support improvement and change within a structured way with necessary oversight. 2.4 Governance 2.4.1 West Dunbartonshire Health and Social Care Partnership Clinical and Care Governance Group plays an important part in the arrangements for scrutiny of care quality, within the services which the Health and Social Care Partnership provides, and those that it commissions. 2.4.2 Scrutiny and assurance have been strengthened with the wider inclusion of social work and social care services within Clinical and Care Governance arrangements and a social work subgroup developed and Terms of Reference updated to include oversight of social work and social care quality has been enhanced and fully incorporated into clinical and care governance activity. Social Care and Social Work subgroup led by CSWO has been established and in scope are all commissioned services providing social care and support, complaints, notifiable incidents, regulated inspection and improvement plans, service data trends with specific focus on the statutory social work data and evaluation which is developing to ensure managers and leaders are equipped to understand service data to ensure targeted and focused improvement. 2.5 Management and Performance Information 2.5.1 Development of management and performance information for statutory social work and social care services has been a key priority over the reporting period. A range of information reports to meet reporting requirements has progressed, with several automated reports introduced that are distributed to teams and services on a regular basis. This type of automated manual effort required to run reports and ensures, however the care first system is outdated and the information generated is sourced from several ‘forms’ and fields which are not integrated or joined up and at times meaning multi inputting and reports being produced with different data sets. 2.5.2 The business case for a system which is fundamentally 25 years old with the current operating model 15 years old has been developed. It is proposed this is included in the Local authorities Capital Plan to better support service oversight, ensuring accuracy of reporting, and reduce the ongoing manual effort required in collating information. Page 36
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P a g e 9 | 79 2.5.3 A range of reports from care first are generated for services to ensure management and performance oversight. Much of the development and focus over the reporting period has been to refine the reporting, ensure ‘Raw Data is presented in a team specific and accessible format for managers and that fields are consistently maintained and resources to ensure accuracy of the data that is reported. Development in data sets has included Interagency Referral Data (IRD)data, brother’s and sister’s residence aligned to care profile. 2.6 Risk Oversight 2.6.1 The implementation of the HSCP Risk Management Policy inclusive of all delegated social work services, is maturing and strategically has gone some way to promote an environment that is risk ‘aware’ and strives to place risk management information at the heart of key strategic decisions. This means that the Integration Joint Board can take an effective approach to managing risk in a way that both address significant challenges and enables positive outcomes. It should be noted there is no reporting of risk or performance of delegated social work service out with the IJB. 2.6.2 Policy and supporting strategy provide the framework for the implementation and maintenance of risk registers as a means of collating risk information in a consistent format allowing comparison of risk evaluations, informed decision-making in relation to prioritising resources and ease of access to information for risk reporting. The Integration Joint Board receives a report on strategic risks and key operational risks on a six-monthly basis. 2.6.3 This governance structure provides the necessary assurance that the Health and Social Care Partnership has put in place the structures, behaviours and processes necessary for setting risk appetite, for delegating the identification of both significant events and trends, for assessment and mitigation of risk, and for putting in place effective controls and assurances which are properly owned and actioned. 2.6.4 Prior to this the Strategic Risk Register is reviewed by the Health and Social Care Partnership Senior Management team. This includes a review of operational risks which may impact across multiple service areas or, because of interdependencies, require more strategic leadership. The Senior Management Team can propose risks of this nature for escalation to ‘strategic risk’ status for the Integration Joint Board. 2.6.5 Public Protection Chief Officer Group (PPCOG) meet quarterly, and one part of this process is to review the key risks which the Chief Officers group should be aware of, need to take action on and/or provide strategic direction on next steps. 2.6.6 PPCOG previously approved a risk management process the objective being to ensure all stakeholders understood how the risk register for PPCOG was collated and updated setting the context for risk management within the PPCOG. This has been further developed to ensure now each thematic area of public protection has a dynamic risk register which is reported form the strategic groups. 2.6.7 Strengthening of PPCOG’s oversight of Learning Reviews has taken place and input from both Lead officers for committees is in place and updates on Learning review progress has been developed and quarterly updates of progress are provided. It should be noted there has been challenges in recruitment of Adult Protection Lead officer during the reporting period with unsuccessful attempts at recruitment impacting on the progress of Adult Protection Committee business including self- evaluation and support to learning and development. Page 37
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P a g e 10 | 79 2.7 Population Profile 2.7.1 West Dunbartonshire has an estimated population of 89,120 people according to National Records of Scotlandʼs latest mid-year population estimates 2024. This is a slight increase of 370 (0.4%) on the 2023 estimates. The population of West Dunbartonshire accounts for 1.6% of the total population of Scotland. 2.7.2 The number of births in West Dunbartonshire in 2024 was 800 which was 2.2% higher than in 2023. Births in Scotland saw a decrease of 0.4% across the same time period. In West Dunbartonshire, 16.7% of the population are aged 0-15, slightly higher than Scotland (16.2%) and 9.7% of the population are aged 16-24, which is smaller than Scotland (10.7%). Those aged 25-44 account for 25.1% while those in the 45-64 age band represent 27.7% with a population of 24,683. 2.7.3 People aged 65 and over make up 20.5% of West Dunbartonshire’s population, which is similar to the Scottish population (20.3%). Currently West Dunbartonshire ranks the third most deprived area in Scotland (equal with North Ayrshire) with 40% of data zones being among the 20% most deprived areas of Scotland. Only Inverclyde (45%) and Glasgow City (44%) have higher deprivation (Scottish Government, 2021). Table 1 Population Projection 2.8 Specific Challenges for Our Communities 2024/25 2.8.1 Life expectancy is lower than the Scottish average with those living in the most deprived communities spending, on average 24 years fewer in good health than those living in the least deprived areas. With those in the most deprived areas also dying younger, they spend more than one third of their lives in poor health. 2.8.2 West Dunbartonshire has continued high rate of child poverty across the whole area (26%) with 22.6% of children living in low income families and there is a high Page 38
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P a g e 11 | 79 eligibility for and uptake of free school meals (27.4% for primary 4-7 pupils) although the registration rate for secondary school pupils is on a downward trend. Almost half of the primary schools in West Dunbartonshire have rates of over 30% of pupils in Primary 4-7 registered for free school meals. 2.8.3 The total number of households in West Dunbartonshire is projected to decline between 2023 and 2043, with 42% of those named as responsible for the accommodation being over the age of 60. By 2028 it is projected that 1 in 2.4 households will have a single adult with the number of single adult dwellings increasing since 2012 to an average of 41.1%. Since 2016 45.4% of children are living in homes that failed the Scottish Housing Quality Standard (SHQS). 2.8.4 West Dunbartonshire has a rate of 23.7 per 1,000 school pupils assessed and/or declared as having a disability compared to the Scottish rate of 24.3 per 1,000 pupils; 26% of residents report having a lifelong time limiting condition (Scotland is 24%). Women are more likely to be disabled than men, with disabled women at greater risk of violence and abuse compared with both non-disabled people and disabled men; 458 Individuals with a learning disability are known to West Dunbartonshire HSCP learning disability services, learning disability rates are above the Scottish average and these individuals have some of the poorest health outcomes of any group in Scotland. 2.8.5 Domestic Abuse rates in West Dunbartonshire are the second highest in Scotland, at 168 incidents per 10,000 population reported to Police Scotland. Children are adversely affected by domestic abuse with the average number of people involved per incident remaining at four (victim, perpetrator and two children). This is the main reason of concern for children identified at case conferences for the child protection register and reason for referral to Scottish Childrenʼs Reporter Administration (SCRA). 2.8.6 The rate of drug related hospital stays in 11‒25-year-olds has been consistently higher than the Scottish average since 2014/15. 2.8.7 The health and wellbeing of our youngest babies and children is also a concern within West Dunbartonshire. Over 20% of all local referrals being made to SCRA are for children under the age of 4 and almost 41% are for children aged 7 and under. West Dunbartonshire has the 2nd highest percentage of children with at least one developmental concern being identified at the 27‒30 month health visitor assessment. In addition, 13% of the children accessing funded early learning and childcare have social, emotional and behavioural difficulty compared to the Scottish average of 5%. 2.8.8 While West Dunbartonshire's population saw a slight increase in 2024, the overall trend is a declining population with the proportion of older people within the authority steadily increasing. From 2022 based population estimates it is predicted that the 65 and over population will increase by 24.9% by 2037 and the over 75 population will increase by 40%. People are living longer with more complex health needs and therefore may require more input from health and social care services. 2.8.9 Continuing high numbers of West Dunbartonshire residents having their hospital discharge delayed. 2.8.10 Emergency admissions and Accident and Emergency attendances continuing to rise towards pre-pandemic levels. A&E attendances were 3% higher than in 2023/24 and Page 39
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P a g e 12 | 79 we had the 11th highest rate of emergency hospital admissions and 4th highest rate of emergency bed usage in Scotland. 2.8.11 Recruitment and retention across almost all frontline services and the impact that this has had on waiting times and service delivery is significant with children service most impacted on recruitment of social work staff. 2.8.12 In service which have an annual funding mode, services are increasingly restricted in the ability to plan and sustain services and recruit staff on a permanent basis, due to continued financial challenges and uncertainty of the financial context, including the allocation of pay awards where this is determined by local authority as the parent body. The impact can be felt in social work and care service including services commissioned from the Third Sector. 2.8.13 High numbers of domestic abuse offending within West Dunbartonshire. Increasing number of referrals from the Crown Office and Prosecution Service. 2.8.14 While seeing some improvement in the percentage of children reaching their developmental milestones at 27-30 months of age from 72.3% in 2022/23, when we were ranked worst in Scotland, to 79.3% in 2023/24, we still have the 4th worst level of children with no developmental concerns at their 27-30 months review. Table 1 65+ Population Projection Page 40
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P a g e 13 | 79 2.9 Social Work Service Structure Delegated to HSCP Page 41
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P a g e 14 | 79 3. Service Quality and Performance 3.1 A single delivery plan sits under the strategic plan with priorities for implementation and improvement activity aligned to the strategic priorities. 3.2 Key Achievements 2024/25 3.2.1 During 2024/25 social work services as part of the wider HSCP against key strategic priorities, made significant progress against the key priorities outlined in our Strategic Plan 2023/2026 Improving Lives Together: caring communities, safe and thriving communities, equal communities and healthy communities. 3.2.2 Caring Communities 3.2.3 Safe and Thriving Communities Page 42
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P a g e 15 | 79 3.2.4 Equal Communities 3.2.5 Healthy Communities 3.3 Children Young People and Their Families 3.3.1 Request for Assistance -Access Help and Support Team The access Help and support Team had a soft launch in March 2025 and implementation date of 1st April 2025. The implementation of the team has been developed to ensure a single point of contact for families and partners agencies. Children and Families Access Help and Support Team, with clear guidance, thresholds and boundaries supporting notifications of concern and requests for assistance, initial assessment of vulnerable pregnancies and initial child protection activity. 3.3.2 The service launched on the 1st April 2025 with an established set up Key performance indicators (KPI’s) to ensure that demand for children’s service is understood and reportable now with timescales for initial assessment and response being available. 3.3.3 The redesign has been informed by feedback and engagement with service users, practitioners delivering current response to child concerns and managers operating within the system. Appreciative Inquiry sessions have taken place to engage staff in the redesign process and a survey to staff with a final three options concluded on the name of the team. 3.3.4 Our Promise Lead engaged with families and young people to ensure the use of plain English and a clear shared understanding of a front door to children’s service was understood and made sense to those accessing social work services. 3.3.5 The team has a defined number of key staff, including a dedicated management structure and admin support. Early help and whole family support will be key pillars of the approach alongside good practice in child protection work including further development of the Scottish Child Interviewing Model and the embedding of Special Needs in Pregnancy (SNIPs) within a model of initial child protection assessment. Page 43
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P a g e 16 | 79 3.3.6 The revision of local processes with a view to better alignment with both the national Child Protection Guidance and Whole Family Support systems locally, ensuring women are provided with the right support at the right time. The current guidance is being updated and finalised to develop a children’s service system response with health and police colleagues being key to the practice. 3.4 The Promise and Strengthening The Voice of Children and Young People 3.4.1 It should be noted that there is an increase in the numbers of children being looked after in the community as a percentage of all looked after Children aligned to the ambitions of our What Would It Take? strategy It should be noted that there was some omissions form the collated of data in relation to inclusion of Unaccompanied Asylum seeking young people who should have been included in the data prior to 2022 where a significant increase is noted. 3.4.2 Table 1 shows the increase of looked after children and young people in West Dunbartonshire over a five year period. Table 1 Data profile of Looked After Children as of 31st July 2025 Table 2 Demonstrates the shift in balance of care with more children living I community settings. 465 462 479 475 479 450 455 460 465 470 475 480 485 2021 2022 2023 2024 31/03/2025 Number of Looked After Children: Snapshot at 31st July 89.5% 89.2% 89.3% 90.4% 88.0% 89.0% 90.0% 91.0% Mar-22 Mar-23 Mar-24 Mar-25 % Looked After in the Community Page 44
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P a g e 17 | 79 Table 3 Data profile of Looked After Children as of 31st July 2025 3.4.3 The Promise Progress Framework was launched in December 2024, and is a national tool developed by The Promise Scotland, the Scottish Government and COSLA to track and understand Scotland’s progress around keeping the Promise. The framework brings together nearly 50 streams of existing national data, with 10 vision statements, linked to outcomes and indicators which will show measurable changes over time. We are working to incorporate the Promise Progress Framework in our Nurtured DIG planning and reporting structures. You can find out more about the Promise Progress Framework here The Promise Progress Framework : Plan 24-30 3.4.4 Nationally, the number of children who are looked after has been reducing since 2020 and is the lowest this has been since 2005/06. In West Dunbartonshire our number of looked after children has been increasing. This is a key driver to the What Would it Take? 5 Year Re-design of Children and Families Services, which aims to safely shift the balance of care, so we are able to support many more children and young people to remain at home with their families, or where this is not possible to live within local family-based care. 3.4.5 One of the key outcomes the Promise is working towards is around the rate of children entering care decreasing. For those that do need to enter care, a higher proportion are able to stay living at home with parents, or in a family setting. 3.4.6 We are seeing our number of children looked after relatively stable over the past 3 years and mirroring the Scottish average figures with an increase in children living in community settings. 3.4.7 In order to keep The Promise and shift the balance of care, we need to consider what would it take? To keep children safely looked after at home with birth families, and develop the resources required to meet the needs of the families we serve. 3.4.8 Significant development work has taken place within children and families services aligned to wider Children Services Planning to develop a 5-year strategy underpinned by a 5-year medium term financial plan Improving the Lives of with Children and young People in West Dunbartonshire, What Would It Take? 2024 – 2029. This strategy known locally as What Would it Take? Asks the question of practitioner and leaders at all levels to truly understand what supports families with a principle that families are the promote creative innovative Page 45
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P a g e 18 | 79 practice in partnership with children and young people with families being the experts in understand the challenges they face. The Strategy is underpinned by investment in services to reverse the need for care and enable children and young people to remain in their communities with family or kin focus on and building strengths with families to keep children and young people safe and supported. 3.4.9 The strategy presents the road map to delivering sustainable services within Children and Families. The ambition is to shift the Balance of Care ensuring children and young people have the support, where possible, remain at home with family or in a community setting. 3.4.10 This strategic approach to engage both our workforce and children and families is supported by the development of a ‘Plan on a Page’ is a tool to ensure the messaging and approach of the ambitions of the strategy and understood and embedded in service provision. Consultation and feedback with families and our work force, supported by our Promise Lead has strengthened our approach to ensuring the importance of language and communication is understood and embedded. The strategy was approved by the IJB in 2024. 3.4.11 The What Would It Take? Strategy delivers the following project aims: Safely shift the ‘balance of care,’ reducing the number of children looked after away from home. Enable investment in family support services within our communities to help strengthen our approach to keeping children safe without the need for care. The strategy implements the principles of The Promise in practice through six workstreams. 3.4.12 The 6 workstreams aligned to service improvement are; Best Practice in Child Protection and Safeguarding- Assessment and Planning, Implementation of Access Help and Support Team, Implementation of Signs of Safety Accredited model, Updated Secure Procedures and resource screening. Supported Accommodation for Care Leavers- developing of accommodation options for care leavers with housing colleagues, commissioning of supported accommodation, and development of support workers within a revised Leaving Care Service. Foster Care Recruitment - recruitment videos, carers testimonials and local campaigning, streamlining access and enquiry pathways to fostering to WDC and development of Foster Care liaison Role to recruit and support local carers. Permanence and Care Excellence - improving timescales and permanence planning for children, working in partnership with the Centre for Excellence for Looked After Children in Scotland (CELCIS) with the development of a permanence team with the fostering and adoption service, and independent reviewing officers to ensure child centred and independent scrutiny. Commissiong Children’s Services - development of local commissioning frameworks for fostering and residential care to enable WDC negotiations of pricing and terms and conditions. Strengthened contract monitoring with this being built into key roles within the service. Family Support Services- redesign of family support within Children and Families Services informed by voices of children and families to ensure that services are strength based on what families tells us they need to help prevent children entering or remaining out with their care where possible. Page 46
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P a g e 19 | 79 3.4.13 In addition to improving outcomes, the strategy is creating budgetary efficiencies with reduction in out with authority care provision and with the development of our own local frameworks for commissioning of fostering and Residential Care. The aim is to ensure that with efficiencies comes the ability to recycle the budgetary efficiency to ensure children and young people have the appropriate support and scaffolding to safely be supported in the community where possible. 3.4.14 A plan on page has been developed and is used to inform and assist communication with the workforce, our elected members and practitioners so at a glance the ethos and approach is understood and visible. 3.5 Scottish Child Interview Model (SCIM) aligned to Bairnshoose 3.5.1 2024/25 the second implementation year of using the Scottish Child Interview Model for joint investigative interviews (JII) and became operational in November 2023.This has been a year of learning, and we have met routinely with the National JII Team, Police Scotland. Interviewer and briefing manager capacity has meant that we have not been able to offer the Scottish Model of interview to all children. 3.5.2 Between May 24 and April 24, 142 children were jointly interviewed. There has been a commitment by both West Dunbartonshire HSCP and Police Scotland to increase the number of trained interviewers and briefing manager. There is good evidence that the efficacy of the model is being upheld, and de-briefing and evaluation of interviews are used to reflect and develop practice. 3.5.3 Discussion with Argyll and Bute Council have taken place regarding development of a Bairnshoose with shared usage based on a hub and spoke model and making efficient use of national awards for Barinshoose funding to have a shared access options to a Helensburgh Bairnshoose base in which to support SCIM interviews for children and young people. 3.5.4 Continued efforts are taking place about identifying a Bairnshoose sight in West Dunbartonshire’s Bairnshoose’ spoke ‘would ideally be located within Clydebank to ensure Page 47
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P a g e 20 | 79 easy reach access at both end of the authority for children and young people and their families. In the reporting period to date this is not yet been identified. 3.6 Permanence Team 3.6.1 The development and implementation of a permanence team to progress all children’s plan was implemented in early 2024. Due to a number of children whose permanence plans were not being able to be prioritised due to continued vacancies within locality teams and a back log following pandemic period. 3.6.2 Four Social Worker posts were configured using existing resource in locality teams to provide a dedicated team of qualified staff in this area of work. A clear pathway has been developed within the service for children and young people for whom it has been decided will require to be cared for permanently away from home to Permanence Team. This dedicated resource means that children and young people’s plans will be progressed timeously affording them the care, predictability and security required for them to grow and develop. The initial focus for this team of staff has been to prioritise the progression of plans for children and young people where drift has existed for some time as well as those children and young people who have more recently seen their plans progress to the need for permanence planning with early indicators showing this to be successful. 3.6.3 Permanence and Care Excellence (PACE) The introduction of a Permanence Team, which was established in early 2024 so as to prioritise the progression of permanence plans for children and young people requiring to be permanently cared for away from home, has seen improvements being made in the provision of both stable and predictable families for children and young people within which they can grow and develop. Since the introduction of the Permanence Team in 2024, the following has been achieved or is in progress in terms of securing legal permanence for children and young people 3.6.4 Permanence Orders Permanence Orders Granted 7 Permanence Orders being progressed through Court 6 Permanence Order Applications being prepared for lodging at Court 7 3.6.5 Adoption Orders Adoption Orders Granted 1 Adoption Orders being progressed through Court 2 Adoption Order Applications being prepared for lodging at Court 5 3.6.6 Pathways for children and young people have been established in relation to this service with Permanence Tracking Meetings scheduled to take place every 8 weeks with Senior Manager, Team Leaders and Senior Social Workers to ensure oversight and to support progression, Page 48
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P a g e 21 | 79 where required, of children’s plans. Ongoing work in this area is being undertaken to embed the principles of Permanence and Care Excellence (PACE) approach and reduce the drift and delay experienced by children and young people within their Permanence Plans. 3.7 Recruitment of Foster Carers 3.7.1 There is clearly a national shortage of foster care to support children living within local communities with family based care. This significant issue is impacting the recruitment and retention of foster carers both across Scotland, and in West Dunbartonshire. Our local foster carer population is aging, and a number of foster carers are projected to retire in coming years. Having a robust group of foster carers in West Dunbartonshire allows children and young people to be placed closer to home, therefore more likely to remain connected to supports like schools. In addition to this it is also more financially viable than increased reliance on external foster care providers. 3.7.2 At present we have 72 children placed within external foster families with around 50 children with internal foster families with no additional capacity. Efforts are ongoing to increase the number of carers recruited by West Dunbartonshire through various approaches, some of which have involved collaboration and consultation with existing Foster Carers in order to promote this role within the local authority. Unfortunately, this has not proven to date to have had a significant impact on the number of carers being recruited with the competition from Independent Fostering Agencies proving a significant challenge. This area will however continue to be reviewed with the proposed introduction of a dedicated role within the service to be both responsive to initial enquiries as well as support prospective Foster Carers through the recruitment process and thereafter with their development. This is expected to be recruited to later in 2025. 3.8 Advocacy 3.8.1 Independent Advocacy is key to making sure children Voice is heard and central to young people’s views being shared and heard within care planning and decision making. Locally we have seen the continued development of independent advocacy provided by Who Cares Scotland? and Partners in Advocacy for our care experienced children and young people. At the end of 2024 we doubled our Advocacy provision with Who Cares? Scotland to reflect the increasing uptake of this service and to support the right to Advocacy for children and young people. The role of the Independent Reviewing Co-ordinators (IRC) within the formal review process for children and young people has proven to be significant in both ensuring consideration is actively given to Advocacy support being provided as well as referrals to relevant services being made. 3.8.2 Over 2024/2025, Who Cares? Scotland reported receiving 59 referrals over the period, the majority of which were received from Social Workers, with these leading to 47 young people receiving advocacy support from the service. 3.8.3 There was a 70% increase in referrals to advocacy provided by Who Cares Scotland between January – March 2024 and April – September 2024, and a 122% increase in Advocacy tasks undertaken during this period. Over this period there have been discussions with Who Cares? Scotland about increasing our Advocacy provision with them to reflect the need for this service, and support this right for children and young people. It is hoped that our increased Advocacy provision will be this increase in advocacy uptake, considering the introduction of our Independent Reviewing Co-Ordinators, who now consider advocacy at every review meeting, and make referrals on to Who Cares? Scotland themselves when appropriate. 3.8.4 The service was successful in obtaining Promise Partnership funding in October 2023 to deliver a service which focuses on Participation and Data Insights. Page 49
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P a g e 22 | 79 3.8.5 The service is keen to ensure we maximise participation and undertake this in a meaningful and engaging to children and young people. We also require to better understand how our data can help us inform and develop services aligned to our local need. We have commissioned this service to Action for Children and the Children and Young People’s Centre for Justice (CYCJ) and this project began in July 2024. 3.8.6 This service will support the to understand and implement different ways to measure progress, keeping children and young people at the centre, supporting effective ways to tell these stories and ensure they are linked to clear, tangible actions. The outcome that this service is seeking to achieve, is around a fuller, more nuanced and accurate story being understood by HSCP staff at all levels about our infant, children, young people’s and families’ needs and experiences. We want our data to go beyond standard reporting measures, and to provide a deep dive into our families’ experiences, cutting across different multi-agency services and supporting the identification of solutions. Table 1 demonstrates significant increases in children accessing advocacy services. 3.9 Child My Assessment My Plan- Assessment and Planning 3.9.1 West Dunbartonshire has reviewed and redesigned how we undertake and record assessments. By naming them My Assessment. My Plan we are ensuring that the focus keeps the child at the centre. A guide had been created and an i- learn module to aid improved quality of assessment and planning for children and young people. An initial audit and evaluation confirmed that this change in tool had led to more child centred assessments that contained greater analysis. 3.9.2 The implementation of the assessment tool has been subject to gathering of quantitative data and audit activity. Which will inform improvements in quality and learning needs for staff in ensure practice standards within assessment and planning are of met. In 2024 the commissioning process was started in order to introduce a Signs of Safety Approach in West Dunbartonshire a strength-based model and planning to work with families where children voices are central, strengths are identified and recognised, and risks are manged and informed by chronologies. The implementation is planned in 2025. Page 50
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P a g e 23 | 79 3.10 Strengthening Quality Assurance and the Voice of Children and Young People 3.10.1 Recruitment took place in early 2023 of four Independent Reviewing Coordinators to undertake reviews of plans for all looked after and accommodated children. These posts will ensure that all children and young people who are looked after away from home, in formal placements or in kinship, will be regularly reviewed in line with regulatory frameworks and good practice guidance. In 2024 / 25 temporary funding remains in place in ensuring these vital posts are retained to ensure consistency and scrutiny over statutory reviews of children’s care plans. 3.10.2 The quality assurance function in key to ensuring the ‘birds eye view of practice’ is fully understood and quarterly reports on a set of Key Performance for children and young people in kinship and other key settings is being developed and shared with the wider children’s management team. This includes consideration of retention of sibling connections as part of new reportable data to Scottish Government as well as ensuring that children and young people’s views are captured and are central to planning processes. 3.10.3 West Dunbartonshire has one of the highest percentages of our looked after children living in kinship care in Scotland. In 2024 50% of our looked after children were in kinship care, whilst the national average was 35%. 3.10.4 Child poverty is considered a contextual factor within the Promise, providing context to the improvement work. Addressing child poverty is a crucial aspect of family support, with it widely acknowledged that whilst child poverty levels remain so high it is increasingly difficult for the Promise to be kept. In 2023 West Dunbartonshire’s child poverty levels were above both the Glasgow City Region (average) and the Scottish and UK averages. Table 1Children in low-income families: Local Area Statistics 2019- 2024 (%) Area % FYE 2019 % FYE 2020 % FYE 2021 % FYE 2022 % FYE 2023 % FYE 2024 East Dunbartonshire 8.6% 10.7% 8.6% 8.9% 9.2% 8.2% East Renfrewshire 9.2% 10.9% 9.1% 9.0% 8.4% 8.0% Glasgow City 26.8% 30.4% 26.8% 26.9% 28.9% 26.4% Inverclyde 15.9% 18.3% 15.5% 16.8% 18.6% 16.5% North Lanarkshire 19.9% 22.9% 20.1% 19.7% 20.6% 18.7% South Lanarkshire 15.7% 18.1% 15.6% 15.5% 16.3% 14.4% West Dunbartonshire 20.3% 23.4% 19.9% 19.8% 20.6% 18.2% Scotland 16.8% 19.5% 16.8% 16.9% 17.8% 16.3% United Kingdom 15.7% 16.0% 15.0% 14.8% 17.2% 18.7% 3.10.5 Funding that we receive in West Dunbartonshire related to the delivery of the Promise is Whole Family Wellbeing Funding, which every local authority receives, relative to their index of multiple deprivation. The Scottish Government committed to £500 million between 2022 and 2026 to support this transformational change. 3.10.6 The Health and Social Care Partnership applied to the Corra Foundation for Promise Partnership funding in 2023 and were successful in obtaining £160,000. This was to create an 18 month project around how we embed children, young people and families voices within planning and designing of services. An element of this project was also to look at the data that we gather, and making sure we are measuring what matters to Page 51
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P a g e 24 | 79 children and families, as well as using our data to drive improvements. This project will end in March 2026. 3.10.7 The Lead Officer for the Promise was recruited in 2022, with funding initially for 1 year by Corra’s Promise Partnership fund in 2022, with match funding from West Dunbartonshire for 1 further year. In 2024 this post was made permanent and comes from the HSCP budget. 3.10.8 Governance for The Promise is aligned to our Community Planning Partnership, with the Keeping the Promise Group sitting as a sub-group, reporting to the Nurture Delivery Implementation Group (DIG). 3.11 Family Support for Children and Young People and Families 3.11.1 The review our family support services within West Dunbarton began with a listening exercise, where we commissioned a third sector partners to hear directly from children and their families what we do well, what could be better and what is missing. We heard from parents of children with disabilities and complex support and health needs that we needed to offer support earlier to prevent crisis. This has therefore become a priority area for the allocating of budget for commissioning services in 25/26. 3.11.2 Using the Scottish Approach to Service Design our internal family support service review commenced. This was hampered by not having adequate system to collate data to assess current needs and demand. The staff team have been involved in understanding the service as is and what would make it better. This information along with that gathered from children and families will inform the next stages of the review and redesign 3.11.3 Education and Social Work Area Resource Group The Area Resource Group (ARG) was created to oversees the allocation of resources, review assessment and aims to ensure that The Team Around the Child systematically consider “what would it take” to support a child and their family to remain safely together before a child is accommodated. If a child requires to live away from their family, then care and education requirements are both considered in ensuring the best possible outcome for the child. Early evaluation indicates that ARG has supported the development of alternative support plans that have allowed children to remain at home. Page 52
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P a g e 25 | 79 3.12 Unaccompanied Asylum Seeking Children (UASC) 3.12.1 Since 2018 a total of 41 children and young people have sought asylum. Between 2018 and March 2025 a total of 51 children and young people have sought asylum. There have been an additional 2 social work assistant posts added to the Leaving Care/ Throughcare Service in order to ensure sustained support is delivered to unaccompanied young people. Table 1 Table 2 These 38 UASC Young people are accommodated in a number of placement provisions, 2 young people have yet to have their placement identified and determined. 11 young people are being supported in with supported carers. 1 young person in foster care. young people in residential care. 12 young adults in tenancies with support (National Transfer Scheme). 6 young people living with friends or relatives. 1 young adult in their own tenancy. 2 7 2 3 14 14 8 5 12 14 17 30 44 34 0 5 10 15 20 25 30 35 40 45 50 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Unaccompanied Asylum Seeking Children New arrivals Being supported 5 12 14 17 30 38 0 5 10 15 20 25 30 35 40 2019 2020 2021 2022 2023 2024 No of Unaccompanied Asylum Seeking Children Being Supported Page 53
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P a g e 26 | 79 3.13 Self-Evaluation Activity 3.13.1 A of single agency audit activity combined with planned multi-agency self-evaluation aligned to Chid Protection Committee has been progressed during 2024 and 2025. 3.13.2 A pre-birth audit to inform a refreshed Pre-birth Multi-agency guidance informed by GIRFEC principles has concluded and informing a test of change regarding Notifications of Concern and the multi-agency guidance for Unborn Babies is being taken forward. Proposed changes to variations to the pre -birth planning at earliest stages have had to be delayed due to need for consistency across the Greater Glasgow and Clyde Health board pre birth protocols and this is being worked through. The need for local variation and GGC wide adherence needs carefully planning and considerations. 3.13.3 Quality Assurance Framework has been agreed by both Child Protection Committee and Adult Protection Committee to support the delivery of self-evaluation activity on multi agency basis. 3.14 Public Protection and Social Work 3.14.1 Violence Against Women and Girls (VAWG) continues to be a prevalent issue in West Dunbartonshire. The last data available from Police Scotland situates West Dunbartonshire as the second Local Authority in Scotland with the most incidents of Domestic Abuse per 10,000 population (153). 45% of these incidents included the recording of a crime or offense, being this higher than the Scottish average which is 38%. Equally Safe, the National Strategy for the prevention and eradication of VAWG in Scotland consider local VAWG Partnership as the multiagency mechanisms to implement the Strategy at a local level. 3.14.2 West Dunbartonshire’s Partnership was refreshed in 2023, it has a wider membership that comprises key partners from West Dunbartonshire Council and Health and Social Care Partnership, NHS Greater Glasgow and Clyde, Police Scotland, Scottish Fire and Rescue Service, and Specialist VAWG Third Sector Organisations. The Partnership is currently chaired by Police Scotland and is coordinated by the Violence Against Women Lead Officer. The Membership is reviewed periodically to ensure that the right partners are part of the group. During 24/25, the Partnership has focused on developing its Strategy and action plan for the next three years with the aim of meeting the Equally Safe Outcomes and Quality Standards. 3.14.3 The Strategy and Action Plan were approved at the end of the financial year 24/25 by the Public Protection Chief Officers Group, to which the Partnership reports periodically. The Strategy highlights the importance of having a collaborative multiagency approach, focusing on prevention and awareness raising work and engagement with people with lived experience and with the wider community. The action plan was developed in line with the areas for improvement considered in the Strategy, and in line with Equally Safe and its Quality Standards, as way to enable the appropriate measuring of the progress on meeting the outcomes. After drafting the Strategy, two sessions were held with women with lived experience of Domestic Abuse with the support of Dumbarton District Women’s Aid, to ensure that the areas for development in the document were agreed as relevant by them. The feedback gathered also supported the development of the action plan. The VAWG Partnership collects data for the Improvement Service on the access to services from women and children accessing VAWG Specialist Services. Page 54
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P a g e 27 | 79 Table 1 3.14.4 We can observe an increase on the number of women and children accessing VAWG Specialist Services for Domestic Abuse, while the request for support on Rape and Sexual Abuse and for Adult Survivors of Childhood Sexual Abuse are slowly decreasing. The total number of Women and Children that accessed specialist support compared to the previous year has increased on 7.59% with a total of 1,729 women and children seeking Specialist VAWG Support during 24/25. Domestic Abuse is one of the main causes for women presenting as homeless and on average in 24/25, 47.8% of children in the Child Risk Register were registered under the Domestic Abuse heading in the Local Authority. 3.14.5 The multiagency work continues to thrive in the Partnership, and one example was the development of two prevention videos whose target audience are taxi and private hire drivers, with the aim of raising awareness of Domestic Abuse and Spiking and their signs, giving practical steps to follow in case they have concerns for a passenger. This initiative was developed after women with lived experience reached out to the L Division in Police Scotland in relation with a series of cases of VAWG that occurred a few years back in the local area, requesting the development of an initiative to support taxi and private hire drivers to understand the process to report their concerns and be active bystanders, understanding the special role they have in the communities they work in. Work is underway to launch the videos in 25/26. 3.14.6 Aligned with the focus on prevention and awareness raising, West Dunbartonshire joined between the 25th of November and the 10th of December in 2024 the “16 Days Against Gender-Based Violence” Campaign, an international campaign that calls for the eradication of VAWG around the world. The local theme for the campaign was “Imagine a West Dunbartonshire without VAWG” and called for action to achieve this vision. The Campaign had well attended opening and closing events, where 16 Days flag was raised at the Council Offices in Dumbarton and a public vigil in the memory of the victims and survivors of VAWG was held. The campaign also included awareness raising through social media, prevention sessions with young people, and a contest that invited young people to use their creative talents to illustrate their vision of a West Dunbartonshire free from VAWG. While the multiagency collaborative work is improving and strengthening, there are current challenges, particularly in relation to funding and resources. Page 55
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P a g e 28 | 79 3.14.7 The lack of sustainable funding for VAWG impacts the time and capacity that partners can dedicate to this area of work, as well as impacts the services received by women and children that are experiencing or have experienced any form of VAWG, as these are over stretched, trying to cope with the high demand for support. Because this is not a statutory area of Public Protection, there is an impact on the level of resourcing that is dedicated to preventing and eradicate VAWG. It is important to highlight, that as cross-cutting issue, adequate funding and resourcing for VAWG can have a positive and significant impact in all areas of Public Protection. After a period without a Co-ordinator, our local Multi-Agency Risk Assessment Conference (MARAC) welcomed a new Co-ordinator in 2024. 3.14.8 Thanks to the multiagency collaborative efforts, the MARAC Chairs commitment to the process, MARAC meetings continued during the interim. However, the Co-ordinator’s arrival has further enhanced the process, fostering best practices and driving ongoing improvement. For example, to ensure a consistent, safe and robust approach to address counter allegations throughout all stages of the MARAC process, a proof-of-concept pre- MARAC referral process was developed and introduced in March 2025. Increasing numbers of referrals with counter-allegations were challenging for the MARAC process and professionals, particularly if only identified at the MARAC meeting. If counter allegations are not identified and resolved, agencies may provide services to the perpetrator and inadvertently assist them to isolate and control the victim. Additionally, the process mitigates potential service generated risk. As a consequence, the victim may not be able to access the services and support they need to become safe, because they have been identified as a “perpetrator”. 3.15 Child Protection & Social Work As at 31st March 2025 there were 75 children on the Child Protection Register, a 29% increase on the 58 at March 2024. There were a total of 94 registrations and 77 de- registrations during 2024/25. Both numbers on the register and the number of new registrations in the year are higher than they have been since the last peak which was in July to September 2020, when the country was in the midst of the Covid pandemic lockdowns. Table 1 0 10 20 30 40 50 60 70 80 Child Protection Registrations Number of Registrations Number of De-Registrations Number on Register Page 56
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P a g e 29 | 79 Table 2 3.15.1 Child Protection referrals show an increasing trend over the previous two years. There were 664 referrals in total in 2024/25, an 11.6% increase on the 595 referrals in 2023/24. Table 3 3.15.2 When converted to a rate per 10,000 of the 0-17 years population within each authority, West Dunbartonshire had the 6th highest rate on the Child Protection Register at 31st July 2024 in Scotland; 3rd highest among our Local Government Benchmarking Framework (LGBF) family group. The rate per 10,000 of new registrations within the year, August 2023 to July 2024, was also the 3rd highest in Scotland and 2nd highest within our LGBF family group. 44 67 58 41 57 55 0 10 20 30 40 50 60 70 80 31/07/2019 31/07/2020 31/07/2021 31/07/2022 31/07/2023 31/07/2024 Number of Children on the Child Protection Register Page 57
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P a g e 30 | 79 Table 4 3.15.3 There were 89 registrations and 91 de-registrations between 1 August 2023 and 31 July 2024. 3.16 West Dunbartonshire Child Protection Committee 3.16.1 The Protecting Children and Young People: Child Protection Committee and Chief Officer Responsibilities (2019) outlines the roles and responsibilities for the Child Protection Committee and the Chief Officers Group. Child Protection Committees (CPC) and partners are central to fostering an inter-agency approach and providing support for the development and delivery of processes, common standards, and continuous improvement. 3.16.2 CPCs are the key local bodies for developing, implementing, and improving child protection strategy across and between agencies, bodies, and the local community. A Child Protection Committee (CPC) is expected to perform a number of crucial functions in order to jointly identify and manage risk to children and young people, monitor and improve performance and promote the ethos that “It’s everyone’s job to make sure I’m alright”. Child Protection Committees (CPCs) must ensure all these functions are carried out to a high standard and are aligned to the local Getting It Right for Every Child arrangement. 3.16.3 The functions of Child Protection Committees (CPCs) are grouped as follows: Continuous improvement, Public information, engagement, and participation, Strategic planning and connections, Annual reporting on the work of the CPC. Page 58
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P a g e 31 | 79 3.16.4 The vision, values and aims of West Dunbartonshire Child Protection Committee have been reviewed and agreed by all parties represented on the Committee, and the Public Protection Chief Officers Group in 2023/2024 and are as follows: “Child Protection is Everyone's Responsibility” 3.16.5 The membership of West Dunbartonshire Child Protection Committee (West Dunbartonshire CPC) is multi-agency and includes senior representatives of the Health and Social Care Partnership, West Dunbartonshire Council, Police Scotland, Scottish Fire and Rescue Services, Scottish Children’s Reporter Administration, Greater Glasgow and Clyde Health Board, and other organisations who have a role to play in child protection. The role of the Committee is to provide individual and collective, collaborative leadership and direction for the delivery of Child Protection Services. As part of the Community Planning Partnership arrangements the Child Protection Committee reports to the Public Protection Chief Officer’s Group and strong links exist between the Children’s Planning Partnerships. Links with the Community Planning Partnership will be further reviewed and strengthened as part of our improvement plan. 3.16.6 West Dunbartonshire Child Protection Committee (West Dunbartonshire CPC) is responsible for the design, development, implementation and evaluation of child protection policy and practice across the public, private and wider third sectors in West Dunbartonshire. We are responsible for continuous improvement, strategic planning, public information and communication and involving children and young people and their families. 3.16.7 West Dunbartonshire CPC has a number of multi-agency sub- committees to support its work in key areas. The groups are: Learning and Development Page 59
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P a g e 32 | 79 Communication and Engagement Policy, Practice and Improvement Quality Assurance, Self-Evaluation and Data Inter-Agency Referral Discussion Learning Reviews and LSI’s Vulnerable Pregnancy 3.16.8 The sub-committees are chaired by members of West Dunbartonshire CPC and have representatives across the partners as members, assisting in the progression of each subgroups action plan. The sub-committees action plans are created from actions agreed for West Dunbartonshire Child Protection Committee (West Dunbartonshire CPC) improvement plan. Table 1 Number of Police Scotland-recorded Child Protection Concern Reports and Inter-Agency Referral Discussions 3.16.9 Number of children subject to Police concern reports This peaked in Q3 (22/23) to 138, however has shown a downward trend since. This was at the lowest in Q3 (23/24) at 38. This then sharply increased to 98 in Q4) before showing a downward trend again. Social Work colleagues have stated this may be due to a high level of offences being carried out by a small group of young people where there are concerns, they are being criminally exploited. 3.16.10 Number of children subject to IRDs starting Between Q1 (23/24) and Q1 (24/25) the figures have shown a curve pattern, increasing then decreasing. Q2 (24/25) is where these figures peaked, at 228 children. Number of IRDs starting Between Q1 (23/24) and Q1 (24/25) the figures have shown a curve pattern, increasing then decreasing. Q3 (23/24) is where these figures peaked, at 132 IRDs. 85 112 89 79 85 120 138 111 105 86 38 98 77 59 128 120 144 125 159 178 164 151 160 222 226 224 191 228 78 69 79 82 81 94 101 93 86 123 132 124 100 121 0 50 100 150 200 250 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Q1 2024/25 Q2 2024/25 Number of children subject to Police CP Concern Reports Number of children subject to IRDs starting Number of IRDs starting Page 60
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P a g e 33 | 79 The low number of GP referrals was queried and it was highlighted all new GP referrals will be received via electronic pathway moving forward. 3.16.11 When exploring the source of child protection referral to Social Work Services, Police, Education and Health colleagues are consistently the Partners which make the most referrals. This is expected as core agencies. There remain no referrals from Fire and Rescue and Housing, with low anonymous referrals recorded. Plans are underway to ensure basic child protection awareness training is available to Partners, aiming to raise awareness of child protection to those who may not work directly with children and young people. This has been a gap particularly for our Housing colleagues in recent years, and both housing membership has now been strengthened on both protection committees and the implementation of an awareness raising iLearn module in identification and reporting of concerns. Table 2 Number of Children subject to Initial and Pre-Birth Child Protection Planning Meetings (refer to CPCCs in table below) 32 36 36 21 34 37 25 36 52 23 45 34 28 22 18 40 25 15 24 41 36 16 27 48 21 21 26 15 23 22 12 18 25 13 20 19 14 12 11 20 16 13 13 21 21 15 16 27 0 10 20 30 40 50 60 Q1 2019/20 Q2 2019/20 Q3 2019/20 Q4 2019/20 Q1 2020/21 Q2 2020/21 Q3 2020/21 Q4 2020/21 Q1 2021/22 Q2 2021/22 Q3 2021/22 Q4 2021/22 Q1 2022/23 Q2 2022/23 Q3 2022/23 Q4 2022/23 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25Number of Children and Conferences Children subject to Initial and Pre-Birth CPCCs: LEFT AXIS Page 61
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P a g e 34 | 79 Table 3 Conversion Rate CPPMs to Registration 3.16.12 Percentage of initial and pre-birth child protection planning meeting to registration. The figures in Q3 (24/25) were at their 2nd highest at 92%. Looking at the figures as a whole, they can be variable between quarters. It is recommended to the March 2025 CPC that should these figures change significantly again, a dip sample should take place to understand this. This recommendation was upheld therefore should be considered by the quality assurance and evaluation sub-committee if the figures change significant. 3.16.13 The absence of a Lead Officer for Child Protection throughout reporting period has impacted on some reporting for committee including the annual report for 24-25. 41% 44% 67% 48% 88% 68% 56% 44% 50% 70% 62% 65% 46% 68% 67% 83% 84% 53% 88% 93% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Percentage / Conversion Rate % IRD to Initial and Pre-Birth CPPMs % Initial and Pre-Birth CPPMs to Registration Page 62
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P a g e 35 | 79 3.17 West Dunbartonshire Children Houses 3.17.1 Ensuring that the voices of the young people are heard remains central to our mission. We encourage their involvement in developing and reviewing their personal care plans, ensuring their preferences and goals are reflected. Additionally, we participate in 'The Promise' working group. We are excited to collaborate with new Promise Participation Workers, who will help further involve the young people in shaping their care. 3.17.2 All our Children’s houses continue to support unaccompanied asylum-seeking young people collaborating with external agencies to ensure their safety and engagement with the wider Scottish community. Staff members also contribute to national work on unaccompanied asylum-seeking children age assessment. Each of our House over care to 6 children and young people. 3.17.3 Burnside Burnside House’s staff team continue to develop on their trauma informed approach with the majority of staff being trained in Dyadic Developmental Psychotherapy (DDP) and dates for new recruited staff identified, DDP allows staff to approach situations that arise in a manner that allows for the best resolution for the young people being able to explore their views and wellbeing using the PACE model which is Playfulness Acceptance Curiosity Empathy. This approach allows staff to encompass a trauma informed approach when engaging our young people who have experienced developmental trauma in their lives allowing us to best support and care for them through turbulent times building attachment and trust. 3.17.4 This reflected in the calming environment which supports and allows young people to thrive and engage into their respected educational placements and hobbies such as martial arts, gym and swimming on a weekly basis. Burnside staff have also supported young people on an emergency basis and provide effective care to allow the time for them to be placed and supported to the best possible placement to suit their individual needs 3.17.5 Craigellachie Craigellachie children’s house now offers 6 places to care for young people. This has been reduced over the last 2 years from 8 to 6 to ensure the quality of care and support can be effectively delivered. 3.17.6 We continue to embed our DDP and Trauma informed into our practice. We have accessed training to reinforce DDP with management, to support staff to be confident in PACE and ensure this is the model of practice within Craigellachie. The Scottish Attachment in Action project offered free training for a cohort of staff across the houses on Attachment, Racism and the Impact on Relationship 3.17.7 Blairvadach Blairvadach Children's House remains committed to delivering exceptional care and support to the young people we serve. Throughout 2024, our efforts have focused on continuous improvement, guided by 'The Promise Scotland' recommendations. Blairvadach acre and support was last evaluated by the Care Inspectorate in 2023 as delivering Excellent and sector leading support to children and young people. Page 63
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P a g e 36 | 79 3.17.8 Table 1 Care Inspectorate evaluations carried out in WDC Children’s Services Service Name Inspectio n Date How well do we support people’s wellbeing? How good is our leadership? How good is out staff team? How good is our setting? Howe well is care and support planned? West Dunbartonshire Fostering Service 20/06/24 4 Good 3 Adequate 4 Good Not Assessed 4 Good West Dunbartonshire Adoption Service 20/06/24 4 Good 3 Adequate 4 Good Not Assessed 4 Good West Dunbartonshire Continuing Care Service 20/06/24 4 Good 3 Adequate 4 Good Not Assessed 4 Good Craigellachie Children s House 23/09/24 Not Assessed Not Assessed Not Assessed Not Assessed 3 Adequate 3.18 Adult Services 3.18.1 Older peoples Residential Care Homes In February 2025, caterers at Crosslet House and Queens Quay House earned the Food for Life Served Here Bronze Award— serving over 50,000 healthy, sustainable meals annually. 3.18.2 As part of the certification, West Dunbartonshire care home caterers ensure that a minimum of 75 percent of dishes are freshly prepared from unprocessed ingredients. Meals are also free from undesirable trans fats, sweeteners and additives, and use free range eggs, higher welfare meat, and ingredients from sustainable and ethical sources. 3.18.3 This marks a first for public sector food in Scotland, recognising their commitment to quality, local sourcing, and wellbeing. Page 64
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P a g e 37 | 79 3.18.4 Community Hospital Discharge Team The Community Hospital Discharge Team (CHDT) comprises health and social care staff, with a focus on facilitating timeous discharges from Acute sites, reducing the risk of people being delayed when they are medically fit for discharge. 3.18.5 The health team take referrals for people requiring further rehabilitation on discharge and liaise with Acute sites to promote the 'discharge to assess' ethos. This team holds no waiting list, it reacts to demand and flexes accordingly. The impact is a reduction in bed days for those medically fit for discharge but requiring ongoing Allied Healthcare Professional input. Table 1 This table shows a 45% increase in referrals between 2022 and 2024. Jan Feb Mar April May June July Aug Sep Oct Nov Dec Totals 2022 68 62 52 62 58 28 95 63 54 72 74 57 745 2023 70 86 74 55 74 66 60 83 73 76 82 79 878 2024 92 89 76 102 100 110 99 96 94 102 109 114 1085 3.18.6 Service users remain onthe caseload on average 25 days. Of those referred: 76% were discharged 9.5% were readmitted to hospital 8.5% were transferred on for further rehabilitation within the Integrated Adult Services Team 6% died Table 2 3.18.7 The Social Work team within the CHDT comprise of Seniors, Social Workers and Social Work Assistants. The team supports a timeous return home for those referred for a social work assessment by hospitals to support a safe return home. Between April and November 2024, the HSCP experienced a sustained reduction in hospital “bed days lost.” Following a series of quality improvement initiatives and a notable decrease in staff absence. 3.18.8 The sustainability of this downward trend will be influenced by both internal and external Page 65
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P a g e 38 | 79 factors. Internally, workforce stability, supported by consistent and effective leadership is instrumental in embedding and maintaining quality improvement practices. The high visibility nationally around delayed discharges places this workforce under a degree of scrutiny and with ambitious performance indicators, with resultant high turnover of those in leadership posts. With the continued local and national scrutiny in relation to supporting discharge from hospital social workers key role is to ensure peoples rights are upheld and that personal choice and planning needs to remain central to the social work intervention. 3.18.9 A number of adults have not experienced timeous return to the community as they are deemed to be adults without capacity. The HSCP Strategic Needs Analysis showed the prevalence of dementia in West Dunbartonshire is similar to the Scottish rate (7.79/1000 population v 7.25/1000 population) and a projected increase for individuals diagnosed with dementia (16.3% by 2031). Further improvement activity is planned to better understand capacity concerns in relation to people being able to return safely to the community. 3.18.10 Externally, the availability of suitable care home beds remains a significant challenge. Limitations in provision have been impacted with moratoriums required for those providers evaluated “weak” in relation to the care and support provided. Table 3 West Dunbartonshire activity within Greater Glasgow & Clyde Health Board. 3.19 Telecare Award 3.19.1 West Dunbartonshire Health and Social Care Partnership has been awarded the Bronze Digital Telecare Implementation Award in recognition of the progress they have made on their analogue to digital telecare transition project. To achieve Bronze status, a Telecare Service Provider must have implemented a fully operational digital alarm receiving centre solution. This is the first major milestone in the transition to digital telecare and sets the foundations upon which the rest of the digital telecare transition will rest. Achieving this Award is a significant achievement and now that this digital alarm receiving solution is in place, West Dunbartonshire Health and Social Care Partnership can move towards the first phase of testing with alarms and peripheral and aim to achieve the next Implementation Award, Silver. - 500 1,000 1,500 2,000 2,500 Delayed Discharge Bed Days 18+: Rate per 100,000 population West Dunbartonshire East Dunbartonshire East Renfrewshire Glasgow City Inverclyde Page 66
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P a g e 39 | 79 3.20 Power Of Attorney Test of Change 3.20.1 West Dunbartonshire HSCP have worked collaboratively with the West Dunbartonshire Citizen’s Advice Bureau (CAB) to provide access to support people to develop and register a power of attorney for residents within West Dunbartonshire. 3.20.2 During 2024/25, 81 clients were referred to the CAB for support in developing and registering their POA, this resulted in 38 POA being completed / registered with the Office of Public Guardians. 3 people were given advice as POA registration was not appropriate, 6 of the clients were visited at home. 20 individuals did not engage further in the POA process, It should be noted that the office of public guardians have a delay in processing POAs. 3.20.3 Within the HSCP we have developed our referral pathway to from the Older People Mental Health Teams to CAB, ensuring that patients have access to POA as part of the 5 pillars of post diagnostic support for people with Dementia. Work continues in the HSCP to promote referrals within the limited resource available. 3.20.4 The impact of this test of change will require longitudinal analysis as the benefits will emerge as PoA's are invoked due to decline in capacity. Qualitative methodology is being developed to explore the impact at a personal level for both the people. Page 67
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P a g e 40 | 79 3.21 West Dunbartonshire’s Care at Home Service 3.21.1 Following a Care Inspectorate Inspection in March 2024 the following grades were awarded: 3.21.2 Subsequent dialogue with the Inspectorate resulted in the offer to work with two Quality Advisors within the Inspectorate to work alongside a service led project team to identify and initiate quality improvement initiatives. Their remit was to help the service meet two key requirements: Requirement 1: Ensure care plans are person-centred, up-to-date, and reflective of individual needs and risks. Requirement 2: Ensure care plans are reviewed at least every six months, with service users and their representatives involved in the process. 3.21.3 Key Activities The Advisors met with the project team and all organisers to understand challenges, strengths, and inform the improvement plan. The initial 90 day improvement cycle then focussed on process mapping sessions with Care at Home Organisers, with pain points and change potentials identified, resulting in a driver diagram to summarise output. Over the course of the initiative, three 90-day improvement cycles were successfully completed. The collaboration between the service and the Quality Advisors was highly valued and consistently appreciated. Their engagement was recognised as a significant contributor to the process, with their involvement receiving strong positive evaluation. 3.21.4 Outputs An Improvement Plan was iteratively refined with input from the project team and Advisors, focusing on prioritising activity to meet the requirements. A range of Standard Operating Procedures (SOPs) were developed to guide the service and ensure standardised application of policy and procedure. Quality monitoring tools were developed to establish and monitor regular self-assessment cycles. Data and reporting systems were refined, with a weekly dashboard established to track progress. The Care at Home referral process was reviewed and recommendations implemented to ensure all referrals come with an initial assessment and a high-level Care and support plan, with training for staff to support this change. In April 2025 a subsequent full Inspection was completed with the following grades awarded: Page 68
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P a g e 41 | 79 3.21.5 The Care Inspectorate evaluation identified some improvement, however there is more to do in ensuring person centred planning and as minimum statutory reviews are further embedded within Care at Home and the wider service. 3.22 Care Home Assurance Team (CHAT) – Reviews 2024 3.22.1 The CHAT has progressed routine reviews over 2024, with additional action required for 8 residents admitted to Erskine Home under residential care, but identified as requiring review of their assessed level of care for nursing care. It was only identified around mid-year that this was an issue. Prior to this care home managers did not have the information around care levels charged and subsequently requested review of several residents. Going forward, Erskine managers will review residents and indicate on the shared provider reviews where they feel the level of care requires review by social work. 3.22.2 A further need for additional input was identified in relation to Hill View Care Home, following a complaints inspection leading to a regrading to 2 across all assessed areas and a subsequent moratorium being put in place. The team has prioritised Hill View reviews and carried out a task to gather outstanding provider reviews from the care home. The team is working on a back log of outstanding provider reviews, which are more than 6 months overdue and as a result taking the person out of the review rotation. At present 39 provider reviews are over 186 days late. These will be prioritised for a social work review according to time as team capacity allows and a focus for 2025. 3.22.3 Themes Care homes in West Dunbartonshire present a vastly varied range of activity provision. A small number of homes are very strong in this area, with proactive and enthusiastic activity staff who are providing a very good service. Other homes have struggled to recruit and retain activity staff, this has had a significant impact on residents and families satisfaction with the placement. 3.22.4 West Dunbartonshire and Commissioned Care Home Review Activity Quarter 1 Month SW reviews PPR reviews January 12 23 February 17 31 March 14 37 Total 43 91 Quarter 2 Month SW reviews PPR reviews April 17 34 May 19 25 June 10 15 Total 46 74 Page 69
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P a g e 42 | 79 Quarter 3 Month SW reviews PPR reviews July 9 21 August 12 21 September 9 18 Total 30 60 Quarter 4 Month SW reviews PPR reviews October 18 38 November 21 45 December 7 23 Total 46 106 3.22.5 A total of 320 Care Home Review’s have been carried out in 2024, this represents approximately 52% of all reviews. Chief Social Work Officer funding is currently being utilised to build capacity to ensure statutory reviews are in place for all adults in care homes and in the community who require a review. 3.23 Adult and older people Services and complex care planning Improvements: 3.23.1 There has been a recent Short Life Working Group (SLWG) to review the current Single Point of Access Duty System (Social Work). This is to improve practice and service delivery within this system focusing on risk, urgency and priority. This SOP is finalised and will be rolled out to the staffing team to start to use with a review in 6 months to measure success. Within this SPOA duty service we have saw vast improvement with the staff adopting a new approach to practice, tailoring this to individual need and not a one size fits all – we have reduced the wait times for an initial screening assessment from 8 weeks to 1.5 weeks. This means that we are available to those individuals who need assistance more quickly, whilst promoting independence and self-determination to the wider community of West Dunbartonshire. 3.23.2 There is movement within this service, and a welcomed approach to moving towards a separate duty service (front door service) to allow for better and more focused intervention, preventing back log and increased waiting lists and will allow the adult area teams to focus on care management and review of those individuals who require more intense service provision. This would hopefully reduce waiting times for individuals for assessment and assistance and allow the social work teams to focus on improved relationship-based practice. 3.23.3 The review and redesign of the My Life Assessment is underway with sprint groups set up to engage staff at all levels in this project. We aim to include community partners, and individuals within this project to obtain views, gather feedback and encourage input to ensure our assessment meets the standards expected within out statutory role, whilst being accessible to those being assessed. With this the aim is to promote good practice, good conversations and prevent drift in assessments, delays in implementing support and unmanageable levels of bureaucracy within the workforce. There have been multi-agency meetings undertaken to discuss more complex cases to collectively agree input and outcomes which would manage the needs and risks to those individuals discussed. Currently there is a Raising Concerns Group for each end of the authority which brings together Health, DN’s, Home Care and SW, and a Multi-Agency Forum which included external partners such as Police, and other HSCP services (Justice, Housing, MARAC). This provides opportunity for information to be shared and joint working or approaches to managing identified risks or concerns. This was highlighted within learning reviews as an improvement action, to address and prevent issues with communication and accountability across MDT services. Page 70
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P a g e 43 | 79 3.23.4 Challenges: Like most authorities, we have faced challenges with staffing levels across adult services. This increased the pressure and demand on the staff who remain at work, and therefore the risk of burn out and likelihood of further sickness absence increases. Although we are currently experiencing difficulties with staffing due to sickness, there appears to be an appetite to working within West Dunbartonshire Adult Services, and from vacancies we appear to be getting a healthy number of applicants who are appointable. 3.23.5 Adult Support and Protection Services Staff are dedicated and committed to fulfilling their role on the ASP Duty Rota, there is good buy in from staff when the service is short of workers and take their responsibilities seriously. There is currently no dedicated Adult Support and Protection Team and is serviced by a range of social workers across Adult Services. 3.23.6 Recently the ASP Duty Standard Operating Procedures have been revised which will allow staff to understand their roles and responsibilities whilst working on the duty system and streamline service delivery in this area. This will promote and enhance good practice with clear guidance on the standards and expectations of all levels of staffing. 3.23.7 Challenges: In the absence of a lead officer and training and development team to support adult protection, there has been notable gaps in service delivery. Within this service we have struggled to meet the demand at times due to having low numbers of trained council officers. We have also faced challenges with managing the volume of inappropriate referrals from other departments and private or third sector organisations. This we believe is due to not having access to multi-disciplinary training or the capacity/ability for our trained staff to support other services with basic awareness training which we previously had access to. The Chief Social Work Officer has, following repeated attempts to recruit to newly developed learning and development posts been able to make the case of these to be recurrent and within the budgeted establishment. 3.24 My Life Assessment Evaluation 3.24.1 Table 1 3.24.2 The My Life Assessment (MLA) was launched in April 2022 across all adult teams in the HSCP following the feedback and subsequent improvement plan from the 2019 Care Inspectorate report (Thematic Review of Self-Directed Support in Scotland). The My Life 547 563 53 711 427 101 717 547 120 0 100 200 300 400 500 600 700 800 MLA Screenings My Life Assessments MLA Reviews My Life Assessments Completed 2022/23 2023/24 2024/25 Page 71
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P a g e 44 | 79 Assessment was developed as a person-centred assessment framework that focused on the assets of supported people and the positive outcomes they were looking to achieve. 3.24.3 In September 2023 an independent evaluation was commissioned to carry out a review of the MLA and My Life Assessment Screening (MLA-S) tools within adult care services over a 6-month period spanning 2023/2024. There were two main outcomes of this evaluation: How effectively the MLA and MLA-S process is being implemented as intended, including adhering to the retrospective guidance documents; and How effectively the MLA-S is meeting the outcome of “more people have needs identified for early help and community support more quickly and access accordingly (alongside or instead of a full MLA). 3.24.4 The evaluation involved: Practitioner surveys and focus groups with both frontline practitioners and senior social workers Redacted samples of 48 MLA and MLA-S documents across 4 adult teams Telephone interviews with service users and carers Comparison analysis against a sample of other local authority paperwork 3.24.5 The findings of the evaluation were published in Spring 2024 and highlighted that the implementation of the MLA and MLA-S was variable across teams despite extensive and detailed guidance available, this was not well known or well used by staff. Practitioners perceive the MLA and MLA-s is not supportive of being person centred, rights based, or outcomes focused on approach and this perception was reinforced by the case file review that highlighted a tendency towards deficit-based language use and approach with a tendency to focus on care at home services to meet outcomes and a lack of creativity with support planning. The MLA is viewed as repetitive and time consuming and staff are predominantly unhappy with the structure, length and format of the tool. 3.24.6 Service users and carers were unfamiliar with the screening or assessment process, and many felt their needs were unmet or were unclear regarding the outcomes they were working towards through current support. There was no evidence from the samples collected or service users contacted that early access to community supports was happening. 3.24.7 From the publication of the evaluation as SDS, the lead has been working on development of an improvement plan focusing on the 5 key recommendations: Review the process holistically Co-produce a new system with practitioners Refine the assessment and screening tool Consider training and induction more holistically Consider developing collegiate, practitioner led spaces 3.24.8 An improvement plan following the evaluation is being developed and progressed in 2024. Work has begun on points within the improvement plan including development of an SDS Champions network that will bring adult team staff together to help drive forward positive changes to practice across teams but also influence future changes to the MLA and process, ongoing roll out of Just Enough Support training for all frontline staff and partner organisation. During the reporting period there continues to be improvement activity in relation to My Life Assessment Framework led by the SDS Co-ordinator and supported by nominated practitioners and managers. Page 72
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P a g e 45 | 79 3.25 Just Enough Support 3.25.1 Just Enough Support (JES) is a person-centred approach to support planning that focusing on the assets and natural support a person has around them to ensure no one is over supported and they are maximising opportunities for independence. JES works on the belief that an outcome is something that isn’t working for a person currently or an aspiration they wish to achieve. 3.25.2 IJES training was extended to Children and Families teams and health care professionals in the 2024/2025 year. 3.25.3 Within a 12-week period £216k was allocated to unpaid carers (from all teams across the HSCP), funds were equivalent to up to £4766 per application (equivalent to 6 weeks of traditional respite). Practitioners supporting carers to make applications ensured a care and support plan was in place for the person but also encouraged more creative support planning that would meet the outcomes important to the carer. Funds were requested for a wide variety of spends including garden renovations and equipment, short courses, gym memberships and holidays (that in some cases included the cared for person going on the break with the carer). The support planning involved in these applications showed excellent evidence of relationship-based practice between staff member and carer and outcomes heavily focused on supporting the carer to lead their own life alongside their caring role. 3.25.4 Evaluation of the pilot is due for completion in autumn 2024, initial learning for the SDS team was around out paperwork process and date recording for option 1 budgets which has been streamlined and our SOP updated to reflect a more responsive approach in getting funds to service users and carers promptly. 3.25.5 SDS will also be involved in the review of approach to carer budgets/respite due to begin October 2025. 3.26 Adult Support and Protection 3.26.1 In all aspects of the HSCP work we actively promote a culture of continuous learning. We ensure feedback from the people we work with informs our planning and development of staff and services. The extended use of data, service standards and the continued use of the quality assurance framework has supported the identification of what is working well and highlighted areas for improvement. 3.26.2 In the reporting period the Quality Assurance and Evaluation subgroup took forward work relating to multi-agency audit, quality assurance and evaluation. A multi-agency audit was completed in early 2024. Thirty case files were evaluated of referrals processed in the previous two years. The tool used was based on the criteria and standards used in the Care Inspectorate in the Multi-Agency Inspection. 3.26.3 The key areas for improvement included: Application of the three-point test. Protection plans require to be strengthened. Timescales for key processes requires to be monitored. 3.26.4 Chronologies are found in majority of cases but the quality of these require to be improved. 3.26.5 Engagement / inclusion of service users and their carers requires to be strengthened at all stages of Adult Support and Protection. 3.26.6 Good practice areas the audit identified were: Practice was rated as good or very good in 80% of cases at Duty to Inquire, 80% of cases at investigation and 79% at case conference. Page 73
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P a g e 46 | 79 3.26.7 The aim of this activity has been to produce an accurate picture of Adult Support and Protection work conducted within West Dunbartonshire and to clearly identify shared priorities for improvement work across the partnership. We plan to conduct regular audits in the coming year which will be smaller in numbers with the emphasis in capturing the views of service users. 3.26.8 The Adult Protection Committee understands the importance of its function in “improving the skills and knowledge of staff’. The training programme has been impacted in the reporting period due to the absence of a Lead Officer. We are now relaunching an in-person training calendar consisting of training in relation to Multi- Agency Basic Awareness, Multi-Agency Detailed Awareness, Council Officer, Council Officer Refresher, Second Worker, Supportive Decision-Making, and Crossing the Acts training. 3.26.9 A quality assurance framework was agreed by adult protection committee, and the quality assurance and data sub- committee is using data to inform areas for further self-evaluation. Findings from completed Learning Reviews in 2023 are informing the Adult Support Improvement plan and areas for further improvement within Adult Services. 3.27 Overview of Adult Protection Activity 2024/25 3.27.1 The increase in Adult Protection conferences is broadly commensurate with increase in ASP referrals as detailed in table 1 and table 2 (below). 3.27.2 During 2024/25, there were 1,462 Adult Protection referrals received. These will sometimes be for the same individual and from multiple referral sources. As demonstrated in table 1 the number of referrals is increasing significantly and further work by the Adult Support and Protection Committee to understand the significant rise in demand is planned. Table 1 3.27.3 The increase in Adult Protection conferences is broadly commensurate with increase in ASP referrals Page 74
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P a g e 47 | 79 Table 2 Table 3 3.27.4 This is a new indicator from April 2024 and relates to the adults who are being discussed at the case conference. The attendance of independent advocates is also now being measured. With the continual improvement focus on ensuring adults voice and views are both represented and considered within the adult support and protection process. This data is now being captured and reported on. 16 14 20 11 13 16 31 35 38 30 0 5 10 15 20 25 30 35 40 Q1 2023/24 Q2 2023/24 Q3 2023/24 Q4 2023/24 Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 ASP Case Conferences Initial Case Conferences Review Case Conferences Total Case Conferences 10 17 17 11 70% 47% 35% 64% 0 2 4 6 8 10 12 14 16 18 0% 10% 20% 30% 40% 50% 60% 70% 80% Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 Number invited % invited who attended Adults Invited to Attend Case Conference Number of adults invited to attend % of adults invited who attended Page 75
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P a g e 48 | 79 Table 4 3.27.5 This is a new indicator from April 2024 and relates to the adults who are being discussed at the case conference. The attendance of independent advocates is also now being measured. Table 5 10 4 9 6 40% 100% 33% 67% 0 2 4 6 8 10 12 0% 20% 40% 60% 80% 100% 120% Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 Number invited % invited who attended Independent Advocates Invited to Attend Case Conference Number of independent advocates invited to attend % of independent advocates invited who attended 80% 70% 84% 86% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 % of Adult at Risk Inquiries Completed within 5 Working Days of Referral Value Target Page 76
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P a g e 49 | 79 Table 6 3.27.6 Table 6 above identifies the percentage of case conferences held within 20 days, this is an area for identified improvement. 3.25.8During the reporting period the Adult Protection Commissioned on Learning Reviews. 4 learning reviews have been undertaken on the last 3 years have been conducted. The Committee has promoted a culture of learning and in response to these Learning Review and is in the process of developing a revised Improvement Plan. Significant work has since progressed on the recommendations which will form the basis for the work of the APC moving forward. 3.27.7 We recognise that staff engagement and input into the learning form reviews is crucial and an action plan following independent reviews concluded in 2024 is now in place with input from staff and operations managers to support practice improvement. 3.28 Mental Health Officer Service (MHO) 3.28.1 Over the last year, the MHO service has maintained the positive progress previously made in relation to the completion rates for statutory reports, gathering and managing the data necessary to inform procedures and processes, developing and facilitating information sessions for colleagues, and building the MHO workforce capacity by supporting two trainee MHOs currently completing the course. 3.28.2 Staffing/workforce There is currently one part-time vacancy within the MHO Service. This has been advertised but had no applicants. This reflects the situation nationally, as there are challenges with recruiting MHOs across the country. Given these challenges, the focus of the MHO service over the next few years will be on training more MHOs from within the existing WDC social work workforce, something which will be especially important as two very experienced full- time MHOs are due to retire within the next two years. There are currently 2 trainee MHOs being supported by the team. They are due to qualify in the summer of 2026 and recruitment for the 2026/27 MHO course will start at the end of the year. 28% 27% 12% 56% 0% 10% 20% 30% 40% 50% 60% 70% 80% Q1 2024/25 Q2 2024/25 Q3 2024/25 Q4 2024/25 % of Adult at Risk Case Conferences Held within 20 Working Days of Referral Value Target Page 77
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P a g e 50 | 79 3.28.3 SCRs/Mental Health Act WD MHO Service had made significant improvements in the completion rate for SCRs in 2023/24 with the rate of missing reports being the lowest in the CCG board area last year (27% compared with 52% nationally). This improvement has been due to a revision of the processes around SCR completion and the gathering of regular CareFirst data to measure performance on an ongoing basis. Local data indicates that the completion rates for 2024/25 will be similar, with an increase in the number of full reports being completed rather than the just the SCR1 form. 3.28.4 Training and development In addition to the AWI Procedures information session, the MHO Service has also developed and facilitated sessions on the topic of “Capacity and Consent” which had a focused on the sharing of information with carers and the MWC’s Mrs F investigation. A session on the Supervision of Private Guardians was also held for social work staff and positive feedback was received for both. There is also a planned information session with Justice staff on mental health legislation, and the MHO SSW attended the Kilpatrick School transition event where she shared information on Guardianships with parents and carers of young people with additional support needs. 3.28.5 It has been identified that much of the MHO Service information (information leaflets, letter templates, etc) needs updating. The Trauma Informed Practice Lead attended a recent MHO team meeting and there are plans for her to carry out some training with the team and support staff to redevelop the information that we give to users and carers to ensure that it is trauma- sensitive and user-friendly. 3.28.6 Along with other teams, the MHO Service has supported the local authority’s NQSWs by facilitating a number of shadowing and learning opportunities for them. The MHO SSW also took part in the NQSW Networking event where she was able to share information about the service and promote the MHO role. The MHO service will continue to support NQSW in their supported year as there have been benefits in the sharing of knowledge and skills (in both directions) and is important in terms of capturing the interest of the MHOs of the future. 3.29 Adults with Incapacity (AWI) / Guardianship 3.29.1 197 Guardianship Reviews were completed in 2024/25 and 166 were outstanding at March 2025. WDHSCP AWI Procedures have recently been revised and disseminated to staff. An AWI page has been set up on the staff intranet where a number of resources, including the procedures, SOPs, MWC Good Practice Guides and training materials, are located. The MHO Service has facilitated a number of briefing sessions on the procedures to increase staff awareness and confidence in using them. 3.29.2 The last CSWO report highlighted concerns that WDC was falling well short of practice requirements to supervise private Guardians in line with the prescribed timescales, resulting in a significant backlog of outstanding reviews. Initial improvements were made, and most private Guardianships were reviewed in 2024. Progress has slowed in 2025 however and of the 252 private Guardianships in place, 96 have overdue reviews. A change in process means that MHOs are now completing the initial 3-month supervision visit and these are happening routinely in every case where a private Guardianship is granted. 3.29.3 The recording of interventions undertaken by MHOs in West Dunbartonshire Council in previous years has been somewhat inconsistent and as such it has been difficult to accurately report upon the work being undertaken by the service, including being able to identify trends in relation to the use of legislation, the impact that staffing issues within the team have had on service output and the overall efficiency of the service and its ability to meet the needs of the client group with whom we work. Page 78
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P a g e 51 | 79 3.29.4 Standing operating procedures and workflows have been developed for several areas of MHO practice, including duty work and AWI practice and these are being reviewed on a regular basis to ensure that they are working. Work is also ongoing via team meetings, individual supervision sessions and targeted training to ensure consistency of recording within the team. 3.29.5 Development of monthly reports now being provided to the service regarding the use of the legislation, the data from which is then collated and reviewed to support performance improvement. 3.30 Community Learning Disability Services 3.30.1 Learning Disability services within West Dunbartonshire have been provided in the same way for many years against a backdrop of key economic, resource and policy changes, which have altered the landscape for individuals and communities. As such a comprehensive review of current provision was required to ascertain what the structure should be going forward. 3.30.2 Following the approval of a Review of Learning Disability services in June 2024 there has been substantial engagement and consultation with stakeholders in line with both national and local guidance and policy. This approach has fostered a participatory and collaborative environment to ensure that services are robust and resilient for the future while, at the same time, achieving the best possible outcomes for people with a learning disability. It has become clear there is a need to re-design to re-focus available resources to ensure that those service users with critical and substantial need are supported to achieve positive and meaningful outcomes. 3.30.3 A Learning Disability Review Steering Group (LDRSG) was established following IJB approval of the Review. It meets every 6-8 weeks. The Learning Disability Service within West Dunbartonshire Health and Social Care Partnership (WDHSCP) comprises a considerable integrated workforce of both NHS and Council staff incorporating statutory, registered and non-registered services. 3.30.4 The health team, within the statutory service, has been faced with some staffing challenges which has limited the team’s ability to undertake preventative work. The social work team consistently carries a demanding caseload regarding volume, complexity and, in relation to adult support and protection, despite the fact it continues to not yet be fully staffed. Even with the ongoing recruitment challenges, a picture that is mirrored nationally, the team continues to remain committed in meeting the needs of service users, and its statutory duties, as well as providing input to carers’ assessments and reviews of service users’ needs. Recruitment is underway for a new permanent senior social worker to support the second senior social worker. One Newly Qualified Social Worker (NQSW) has successfully completed their CPL and received positive feedback regarding this. The team has also been successful in recruiting two new NQSWs. The CLDT continues to work hard with service users and carers to maximise people’s independence and to ensure services are delivered equitably utilising WDHSCP’s policy entitled Accessing Adult Social Care: Eligibility Criteria. 3.30.5 We have been working alongside colleagues in Children and Families services to improve our transitions to adult services by developing a Standard Operating Procedure that is aligned to The Seven Principles of Good Transitions, the European Convention of Human Rights (ECHR) and the United Nations Convention of Rights of the Child (UNCRC) and to supporting this with a WDHSCP Transitions To Adulthood for Young People paper, which outlines national policy and rationale and how this will apply within WDHSCP. 3.30.6 WDHSCP has been successful in embedding the Dynamic Support Register within the Page 79
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P a g e 52 | 79 integrated CLDT and continues to routinely report its data to Public Health Scotland (PHS). 3.31 Learning Disability registered and non-registered services 3.31.1 The registered Housing Support Service (HSS) provides supported living to people with a learning disability to live as independent a life as possible. It is a 24/7 registered service operating at the present time across three locations. There are 9 services users in receipt of this support provision. This service has been reviewed as part of the wider Review of LD services and it may be that one of the locations will be provisioned in a different way going forward, as the needs of the residents have changed from when the service was first established. There has also been considerable planning this year to upgrade and extend one of the locations to allow some service users living in accommodation that is no longer fit for purpose to move to a new home. We anticipate this move will be completed by the end of Summer 2025. There has also been training regarding the new Health and Care (Staffing) (Scotland) Act 2019. 3.31.2 The Health and Care (Staffing) (Scotland) Act 2019 provides a statutory basis for the provision of appropriate staffing in health and care services, enabling safe and high-quality care and improved outcomes for service users. For care settings, the Act places a duty on those who provide care services to ensure both appropriate staffing and appropriate training of staff. In preparation for the implementation of the act, Housing Support Services had discussions at team meetings to raise awareness and understanding of the duties around the new safer staffing legislation. Furthermore, all staff were supported to sign up to TURAS learning site and complete the required training (4 domains in level 1). Staff completed this between April & July 2024 3.31.3 Following this, a staffing protocol was developed for each service showing what staff were required/where they were required and the reasons why (for safer staffing). This equipped staff with better knowledge and understanding of the legislation and how it applies in a social care setting. This resulted in it being highlighted as an area of good practice by the Care Inspectorate during an unannounced inspection in December 2024. The inspection report commented positively on the evidence they found. “We observed the staffing compliment was very good on both inspection days and people were coming and going out to activities as well as being supported with day to day living tasks. As a result, people were very excited and looking happy from their activities. We noted the staff rota demonstrated the reasons why extra staff had been called in or specific staff being used. “Almost all staff had completed training on the recent and new legislation, the Health and Care (Staffing) (Scotland) Act 2019 enacted on 1 April 2024. Staff spoke very confidently and competently about their knowledge of the Act and felt very happy with the current staffing arrangements.” 3.31.4 Community Connections provides support to 35 service users in the community to promote outcomes around healthy living, choice and control, independence and active citizenship. Dumbarton Centre offers both building based and community supports to service users. Service users accessing this require a higher level of support due to the complexities around diagnosis, e.g. Autistic Spectrum Disorder, restricted mobility, and compromised health conditions. There is one Registered Service Manager covering both service registrations. The Review has highlighted the need to modernise and merge the Dumbarton Centre and Community Connections allowing for a more flexible, agile outreach service to ensure sustainability of community placements for those on the Dynamic Support Register (DSR) and identified through the Community Living Change Fund (CLCF) criteria. A consistent, positive theme that has emerged from LDRSG, and from stakeholder engagement sessions, is that the LD workforce is already skilled and consistently undertakes specialist training to meet the needs of those with the most complex needs, including behaviours perceived as challenging. Ongoing development of this flexible, person-centred, asset based, approach is continuing. Page 80
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P a g e 53 | 79 3.31.5 West Dunbartonshire HSCP Respite/Short Break Service involves the co-ordination and booking of respite/short breaks for carers of adults with a learning disability to meet their assessed need and outcomes. In addition to traditional residential respite, the Respite/Short Break Service continues to promote and provide alternative resources to carers through self-directed support; direct payments, flexible respite or a combination of the three options. Future considerations include the increasing number of young people with complex needs and behaviours perceived as challenging that will require a different approach to support carers in their caring role, which is why carers are being encouraged to consider flexible short breaks, and a wider range of options, rather than only traditional respite. 3.31.6 Across the HSCP consultation and engagement has been undertaken by the strategy and transformation team in regard to this area and it is likely that respite/short breaks will be known as replacement care, in line with national policy, and there may be some changes to the way in which this is managed across the HSCP. This team has been managed by the LD Service Manager for Development and Involvement. 3.31.7 There remains a level of concern about the LD Review being undertaken given the current financial challenges within the public sector. Those undertaking the LD Review have consistently engaged and consulted to ensure the LD Review is a consultative and collaborative process intended to create services that are sustainable and fit for the future. There is acknowledgement that change is not always easy, however, recognition, also, that the LD service does need to modernise to ensure that those with the greatest complexity, and highest level of need, are the ones receiving support and that others are signposted appropriately to community based assets. LD services will continue to work with key partners, stakeholders and communities throughout the period of the Review and beyond. Partnership, collaboration and co-production remain pivotal to the success of this work. 3.32 Alcohol and Drug Partnership (ADP) 3.32.1 The Scottish Government requires all Alcohol and Drug Partnerships to develop a local alcohol and drugs strategy to align local and national priorities, planning and investment. The National Mission Plan 2022, which as of 2023 includes an alcohol focus, runs until 2026. The West Dunbartonshire ADP strategy refresh aims to deliver an ambitious programme of priorities that will improve the quality of life for people, families and communities in West Dunbartonshire. Governance and reporting has been strengthened with the Alcohol and Drugs Partnership now reporting to Public Protection Chief Officer Group (PPCOG) 3.32.2 The strategy outlines five strategic priorities: Substance Use Prevention Young People and Families Improve services to support those with co-existing mental health and substance use and/or multiple complex needs Tackling alcohol and drug related stigma Reducing the harm associated with alcohol and drug use 3.32.3 Medicated Assisted Treatment (MAT) Standards In 2024/25, further progress was made with regards to the implementation of MAT Standards and West Dunbartonshire was assessed as Green for 9 of the 10 standards evaluated by the Scottish Government. The remaining standard, MAT 4, was assessed at the higher level of Blue, sustained implementation, because this standard has been Green for the previous two consecutive years. MAT 4 is Harm Reduction: All people are offered evidence-based harm reduction at the point of MAT delivery. Page 81
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P a g e 54 | 79 3.32.4 The 29 Alcohol and Drug Partnership (ADP) areas were assessed against the 10 MAT standards using three streams of evidence: process, numerical and experiential. This means that 290 individual assessments were carried out, 145 for MAT standards 1–5 and 145 for standard 6–10. The evidence required to demonstrate implementation of each MAT standard was based on the criteria and indicators in the MAT standards document. MAT 1-5 were confirmed as green, and 6-10 provisional green. 3.32.5 Drug and Alcohol Referral to Treatment Official Waiting Times – Report published by Public Health Scotland 27 June 2024. Table 1 below shows that in each of the four quarters of 2024/25, West Dunbartonshire has been over the 90% threshold (for waits 21 days and below), and the percentages have been consistently higher than both NHSGGC and Scotland as a whole. Table 1 Area Q1 Q2 Q3 Q4 West Dunbartonshire 96.8% 97.8% 99.4% 97.4% NHS GGC 93.5% 94.8% 95.0% 90.3% NHS Scotland 93.0% 93.6% 95.1% 92.9% Page 82
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P a g e 55 | 79 3.32.6 External Scrutiny: Care Inspectorate Inspection West Dunbartonshire Adult Services Service Name Inspectio n Date How well do we support people’s wellbeing? How good is our leadership? How good is out staff team? How good is our setting? Howe well is care and support planned? West Dunbartonshire Supported Housing Service 14/06/24 5 Very Good 4 Good 4 Good Not Assessed 4 Good West Dunbartonshire Home Care Service 08/04/24 2 Weak 2 Weak 2 Weak Not Assessed 2 Weak West Dunbartonshire Learning Disability Service 21/01/25 4 Good 4 Good Not Assessed Not Assessed Not Assessed West Dunbartonshire Learning Disability Service 12/12/24 3 Adequate 3 Adequate 5 Very Good Not Assessed 5 Very Good West Dunbartonshire Sheltered Housing 02/04/24 5 Very Good 5 Very Good 5 Very Good Not Assessed 4 Good Queens Quay Care Home 19/12/24 4 Good Not Assessed 4 Good Not Assessed 3 Adequate Page 83
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P a g e 56 | 79 3.33 Justice Social Work Services 3.33.1 West Dunbartonshire HSCP Justice Social Work Service provides a range of services, including the statutory Justice Social Work functions of delivering support and supervision to people who have come into conflict with the law and are involved in the court and/or prison system. Performance information for all Justice Social Work Services is reported publicly by Community Justice Scotland and embargo restrictions prohibit publication of some of the 24/25 information before the report is laid before the Scottish Parliament. Available information on data for 2023/24 can be accessed here: Justice social work statistics - gov.scot 3.33.2 The full information for 2024/25 is due to be published later in 2025. In most cases prior to sentencing, the Courts will request a Justice Social Work Report to assess risk, identify interventions required and detail potential disposals. In 2023/24 there was an increase of 10% in the number of reports being requested. The number of CPOs imposed per 10,000 population ranged from 16.1 to 65.4 in 2023-24. West Dunbartonshire is highest in Scotland with the imposition of orders being 65.4 while the national average is 39.1. The total number of hours of unpaid work completed during 2023/24 was 43,990 for the benefit of local communities in West Dunbartonshire. During 2023/24, 73% of all Community Payback Orders were completed successfully. The successful completion rate in West Dunbartonshire remains above the national average of 64%. Table 1 Data Demonstrating Increased Demand 2022/23 2023/24 2024/25 -/+ Justice Social Work Reports submitted to Court 599 660 651 1.3% Community Payback Orders imposed 374 408 409 0.2% Bail Supervision Orders imposed 15 25 21 16% Structured Deferred Sentences imposed 13 29 52 56.7% Diversion from Prosecution imposed 28 29 47 47.3% Drug Treatment and testing Orders imposed 6 12 13 8% 3.33.3 Prison Throughcare In June 2024, The Scottish Government responded to a rise in the prison population with a programme of Emergency Release (under section 11 of the Bail and Release from Custody (Scotland) Act 2023) to protect the rights and safety of people living and working in prison establishments. Within West Dunbartonshire, Justice social work worked alongside the Scottish Prison Service, homelessness services, health services and community partners to provide a coordinated approach to deliver this programme. Taking place over four tranches, this involved rigorous scrutiny of systems, records and risk assessments to ensure compliance with release eligibility and supporting access to housing, health and financial support and victim safety where it was required. Page 84
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P a g e 57 | 79 3.33.4 Bail Supervision There continues to be a focus both locally and nationally on promoting the use of bail supervision and bail with electronic monitoring (EM Bail) to reduce the use of remand and address the increasing prison population. Within Dumbarton Sheriff Court the bail service now has a duty worker in attendance throughout the Custody Court hearings to support proceedings and to offer advice and guidance on cases where remand may be considered. Where feasible, assessment reports will be provided to ensure anyone at risk of custody is considered for a bail supervision order. Relationships between Justice Social Work and the local Sheriff Court continue to be strong with good communication and regular meetings between personnel to identify and resolve issues. 3.33.5 Diversion from Prosecution Diversion from prosecution remains a critical part of the justice system. There continues to be a significant upturn in the number of Diversion assessments requested during 2023/24 (11% increase on 2022/23) This reflects a continuing and significant increase in demand for this service. West Dunbartonshire Community Justice Partnership are currently developing a partnership improvement plan for Diversion to ensure we can meet the increased demand and address presenting needs in more creative ways, in response to the Scottish Government’s National Strategy for Community Justice (2022) and the focus on trauma informed services. 3.33.6 Caledonian System WD HSCP has independently funded the Caledonian Programme due to the high prevalence rates of domestic abuse in the locality. Staff have now been trained on assessment, 1:1 sessions and group work sessions, with a rolling programme to continue the training of new staff within the service. The Caledonian System men’s programme has been receiving assessments/orders from the Courts since January 2024. Over the course of last year, we have undertaken 78 Caledonian assessments which have either been in conjunction with justice social work reports These are significant and complex pieces of work in themselves requiring multiple interviews, complex assessment and liaison with a variety of agencies to collate the required data/intelligence. From these Caledonian assessments this has generated 41 community payback orders with a programme requirement to undertake the Caledonian programme. 3.33.7 The programme is running well in the locality and outcome improvement planning is supported by the Caledonian Steering Group. The remit of the group is to support embedding and shaping of ‘The Caledonian System’ across West Dunbartonshire. The group is responsible for directing enhanced and targeted activity and actions, which will ensure the fidelity of the system and associated men’s programme. Activity is underpinned by a trauma responsive, needs-led framework that will contribute to wider activity effecting desistance, diversion, and effectively reduces recidivism with respect to Domestic Abuse and Violence. Operating within Justice Services and providing support to women and children as part of the Caledonian System, the WSSS adopts a whole-system approach, supporting survivors while also working alongside services addressing the behaviour of convicted domestic abuse offenders. The service pathway includes comprehensive risk assessment, safety planning, recovery support, and change-focused practice. This integrated model ensures women and children are safer and better supported across the system. Page 85
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P a g e 58 | 79 3.33.8 Women’s Safety and Support Service The Service focusses on protecting women and children at risk (survivors) due to experiencing domestic abuse and other forms of Gender based violence (GBV) ensuring they receive appropriate support. The service aims to reduce harm to vulnerable individuals through various person-centred interventions, collaborative operational initiatives and strategic frameworks including providing training opportunities for professionals. The approach emphasises the importance of a whole system methodology involving both survivors’ and convicted perpetrators’ safety, recovery, risk management and change practice. Working collaboratively with Justice Social Work Services also enables women in conflict with the law, who have experienced GBV to be offered an integrated response targeting the complex trauma experienced by this highly vulnerable group of women due to higher rates of repeat victimisation throughout their lifespan. West Dunbartonshire has the second highest rate of recorded domestic abuse per 10,000 population (2023-2024). Nationally 81% of reported domestic abuse has a female victim and a male perpetrator. The WSS Service has had a very busy year (2024-2025) with increases in referrals, expansion of the service and increases in intensive support demands which is met by national equalities and HSCP funding. Funding enables the co-ordinator to manage all operations within the service including those funded by HSCP allowing the incorporation of Caledonian Women’s Service, Caledonian Children’s Service and the planning required to integrate CEDAR Children’s Service within the suite of provision offered. This has further enhanced the overall impact of WSS Service in delivering and co-producing activity that locally operationalises the equally safe priorities. 3.33.9 Drug Testing & Treatment Orders The DTTO service is provided by an integrated care team working across West Dunbartonshire to support individuals whose offending is primarily due to their established addiction issues. The staff provide both medical intervention and social work support, encouraging recovery, reduced offending behaviour and promoting stability. The team are working in partnership with local Alcohol Drugs Recovery Service (ADRS) services to provide inclusive, wraparound treatment provision, supporting rehabilitation in the community. It is hoped within the forthcoming year, that a single use area will be completed to allow the team to provide a wider range of interventions and treatments and further support to the client group. 3.33.10 Multi Agency Public Protection Arrangements (MAPPA) Multi Agency Public Protection Arrangements (MAPPA) are a set of statutory arrangements of which the primary purpose is to maintain Public Protection and the reduction of serious harm. The protection of children, adults at risk and other members of the public is paramount. It is a structure by which those who have committed a sexual offence, restricted patients and violent offenders who pose a risk of serious harm to the public, are managed through the effective sharing of relevant information, and the assessment and management of that identified risk. West Dunbartonshire Justice is part of the North Strathclyde MAPPA grouping area. The number of individuals managed under the auspices of MAPPA within West Dunbartonshire remains consistent. Page 86
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P a g e 59 | 79 3.33.11 Justice workforce development Throughout 24-25, there has been a noted increase in training opportunities for staff relevant to the justice role and risk management, with Social Work staff undertaking a variety of training including: Caledonian System Adult Support and Protection Justice Star training- (needs identification tool) Child Protection- Understanding neglect CSE awareness MARAC Awareness JSW report writing Risk Practice Training/SA07 (sexual offending) Nationally social work services have seen a recruitment shortage, and this has been mirrored in west Dunbartonshire justice service. The service has sought to develop new staff by increasing attendance at national training opportunities and the provision of in- house practice development sessions. 3.33.12 Challenges From April 2024 – March 2025 West Dunbartonshire (WD) has been working in financially insecure times. The implications from changes to legislation has had an impact on the delivery of Justice Social Work (JSW) too, increasing demand for services, such as the Bail and Release from Custody (Scotland) Act and changes to release arrangements for short- term prisoners from 50% to 40% of a sentence These variations have had significant implications in terms of capacity for community based social work; longer sentences completed in the community has added an increase in workload in terms of planning and engagement with residents who have been released earlier than anticipated under the new guidance. 3.33.13 There remain continued resourcing challenges for JSW, including growing complexity of work, shaped both by the diverse needs of the people we support and the changing requirements of justice policy and practice. WD JSW are seeing an increase in cases involving neurodiversity, sexual offending and domestic abuse. This in turn increases the level of responsibility on the service to provide risk assessment, risk management and public protection. There is also concern around overall funding levels and sustainability; staff recruitment, absence and retention; availability and organisation of training and the suitability of physical resources including office space. Justice Services are required to provide a wider portfolio of services but with no substantial uplift to current budget, this clearly presents challenges in terms of service provision and delivery. 3.33.14 Positives / Opportunities Despite the challenges experienced across 2024-2025, there are also many positives to celebrate. There had been preparation and planning, both locally and nationally, regarding the New Voluntary Throughcare model to ensure its smooth inception into the locality. National voluntary throughcare providers are now part of the whole-systems approach to service delivery in West Dunbartonshire and support our service users in their return to their community. Page 87
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P a g e 60 | 79 3.33.15Over the 2024/25 reporting period, West Dunbartonshire has delivered a coordinated and partnership-led employability response for individuals with criminal convictions, focused on addressing persistent barriers to employment and promoting long-term rehabilitation. The area’s strategic approach is underpinned by the Local Employability Partnership (LEP), which brings together statutory and voluntary partners to deliver an aligned and evidence- based employability offer. A key part of this offer is the commissioning of specialist support services specifically tailored to justice-impacted individuals. The Lennox Partnership (TLP) provide trauma-informed, needs-led employability support for people affected by the justice system. This commissioning was developed with direct input from justice and social work teams and responds to evidence from local data which shows that 7% of unemployed individuals supported through No one Left Behind (NOLB) funding has a history of criminal convictions. The model recognises the need for bespoke interventions that account for the stigma, systemic disadvantage, and complex needs that individuals with convictions often face. 3.33.16The following table outlines performance data for general employability and support from Working 4U for participants with criminal convictions and/or justice impacted and the specialist contribution to delivery by The Lennox Partnership for Justice impacted participants in 2024/25: Table 1 Outcomes Working 4U The Lennox Partnership (specialist support) Total Specialist Referrals N/A 43 43 Programme Starts 61 31 92 Job Starts 54 17 71 Qualifications Achieved 69 14 83 Page 88
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P a g e 61 | 79 3.33.17 Justice Case Study Joyce, aged 28, was made subject to two Community Payback Orders for offences primarily relating to the Emergency Workers Act - verbal and physical violence whilst detained in hospital as she struggled to regulate her emotions. Joyce moved into West Dunbartonshire and was new to the local area with limited support networks. From the offset of the order this was managed through crisis intervention, initially relating to poor mental health and then illicit drug misuse. For approximately six months Joyce experienced a dysregulated and chaotic lifestyle, with her case management/support plan heavily involving Community mental health team (CMHT) and Addiction services. Joyce has care experience, is a survivor of sexual and domestic abuse with her children removed from her care. She has experienced significant episodes of poor mental health, having been detained in a psychiatric unit on several occasions. As part of her coping mechanisms, there were periods of misusing illicit substances. After a period of remand in August 2023, where detox was provided for Joyce and following release, she has remained abstinent from illicit drugs to this date. She was discharged from Addiction Services in January 2024 due to positive progress made by her hard work and determination to remain substance free. Further referrals were made to Occupational Therapy, Woman's Safety and Support Service and Housing First, to provide wraparound support for Joyce. Throughout the Orders continued consultation with CMHT was maintained until recent discharge as Joyce’s mental health has remained stable. The allocated social worker also supported Joyce to attend the tribunal to provide evidence against her perpetrator – which also enabled Joyce to feel in control of her circumstances. Joyce remains settled in her own tenancy and talks of the wraparound services made available to her to support her through her statutory order. 3.33.18 Challenges have included A significant challenge for the Justice Social work service through the reporting period was recruitment to vacancies within the service. This coupled with the increase in workload for the service has continued to impact on development and improvement work. The Service has experienced challenges in terms of pay awards being aligned to the Justice Service provision which has resulted in funding shortfalls which in turn has impacted in filling vacancies within the Justice staffing structure. 3.33.19Strengths include Strong partnership working is evident in the planning of support for individuals being released from prison. Our justice and housing services are working closely together to ensure short stay accommodation is identified for individuals prior to release and support then provided to access a permanent tenancy. Positive and supportive working relationships with Police Scotland colleagues in the management and supervision of those assessed as posing a high risk of re-offending. Service users have went on to employment, further education and volunteering through our close association with employability services. We continue to work closely within established partnerships in the community including CHAS, Alternatives and Greenspace. The ‘Moving Forward’ Women’s Service supports females involved in the Justice system and offers one to one holistic supports, looking at increasing independent skills, self-confidence and mindfulness. The Women’s Safety and Support Service provides specialist responses and interventions to increase the safety and wellbeing of survivors of Domestic Abuse. The service supports women offenders, (via group work and one to one supports) who have additional vulnerabilities and complex needs resulting from multiple experiences of Violence against Women. Page 89
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P a g e 62 | 79 Our Anti-discriminatory intervention with women in Justice is essential to addressing the unique challenges and systemic biases, they face within the justice system. Women in Justice often encounter multiple layers of discrimination based on gender, race, socioeconomic status, and other intersecting inequalities and vulnerabilities. The Women’s Safety and Support Service provide intervention underpinned by a trauma- informed approach that recognises the specific circumstances leading to offending behaviour, such as histories of abuse, poverty, mental health issues and addictions caused or exacerbated by the gender-based violence and abuse they experience. The service aims to empower women to address these underlying issues by reducing barriers to accessing the service and maximising choice. Proactively engaging with women, building trust and maximising their power to identify priorities and solutions assists in reducing the vulnerabilities they experience and improve safety and well- being. Inclusivity in core programmes with others not involved in justice, maximising engagement with activity to reduce social isolation as well as safety planning and collaboration with women to raise awareness of how abuse has affected them across their lifespan; are crucial contributions to promoting positive outcomes for women within the justice system and maximising equality. 3.34 MARAC (Multi-Agency Risk Assessment Conference) 3.34.1 West Dunbartonshire MARAC commenced April 2020, and meetings continue to be convened 4-weekly. Information about domestic abuse victims at high-risk of the most serious levels of harm, including murder, is shared between representatives from a range of local agencies to inform a coordinated action plan to increase the safety of the victim and their children. 3.34.2 At the heart of a MARAC is the working assumption that no single agency or individual can see the complete picture of the life of a victim, but all may have insights that are crucial to their safety. MARAC, with its focus upon working collaboratively to ensure the safety of domestic abuse victims and their children, allows partners involved to share those insights and to develop robust and effective safety and risk management plans. Any frontline agency representative that undertakes a risk assessment with a victim, or uses professional judgement, to determine high risk threshold is met, can make a referral to West Dunbartonshire MARAC through the MARAC co-ordinator. Table 1 West Dunbartonshire MARAC Per year Year to date Female Victim Male Victim Children / YP 2023/24 326 144 322 4 606 2024/25 - 99 97 2 261 3.34.3 The strengths of MARAC lie in its proactive and unified approach by agencies who each bring a unique perspective and set of resources to address the complex challenge of domestic abuse. 3.34.4 By including the voices and views of victims/survivors, MARAC ensures that its actions are centred around victims/survivors. 3.34.5 Following a series of deep dive events into MARAC, Scottish Government Independent Strategic Review of Funding and Commissioning of VAWG services recommends that MARAC is put on a statutory footing with standards of operation and resourcing which would apply consistency across all 32 Local Authorities in which it is now operating. 3.34.6 Scottish Government VAWG Equality and MARAC Working Group will publish a government response to the Report by May 2025. It is estimated that for every £1 spent on Page 90
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P a g e 63 | 79 MARACs, at least £6 of public money can be saved annually. The potential ‘beneficiaries’ of this saving across West Dunbartonshire are for all the existing organisations, public and voluntary sector, who currently contribute to multi-agency responses and support for women at significant risk of harm – source Scottish Government Equally Safe Delivery Plan. 3.35 Community Justice 3.35.1 The Community Justice Partnership has established ‘whole systems’ operational working groups with a clear term of reference for each group to support collaborative practice, effective communication and cooperation as part of a ‘whole person’ approach to service delivery. The groups are responsible for supporting the strategic priorities of the local Community Justice Outcome Improvement Plan and wider Justice Services outcome improvement activity. Community Justice Workstreams are as follows; Prevention and Early & Effective Intervention (Including Throughcare, Diversion, Youth Justice and Employability) Arrest Referral Scheme Custody to Community (Including Bail Supervision, Voluntary Throughcare & Remand) Caledonian Steering Group (Including performance and audit) Women in Justice Authentic Voices – Experts by Experience 3.35.2 MARAC Steering Group 3.35.3 Stakeholder partners have been committed to their statutory duties and undertakings, and the partnership has now established integrated process and procedures and a whole systems approach to outcome improvement activity. The working groups responsible for the delivery of the local Community Justice Outcome Improvement Plan (CJOIP) have strengthened and focused their priority areas significantly in the past year. 3.35.4 Prevention and Early & Effective Intervention Practices There has been much development activity around diversion for both youth and adult justice. The Community Justice Partnership, Justice social work and Children & Families social work are working towards a better understanding of the use of diversion across the locality through the mechanism of the Prevention & Early and Effective Intervention working group. 3.35.5 Statutory Throughcare as part of Prevention and Early & Effective Intervention The whole-systems group has engaged in the following activity: The group issues a multi-agency brief to communicate the parameters of the early release of prisoners and what this means for stakeholder partners in terms of planning and provision. Contributed to the “Health Needs Assessment of individuals in community justice in services and untried in custody”, undertaken by Community Justice Health Improvement NHS GGC. WD Justice Services has also financially contributed to and will be included in phase two of the research that will seek to better understand the health needs of those serving community-based sentences and those on remand. Research has been undertaken in the locality addressing “Head injury in people in the criminal justice system: Implications for social work practice”. The custody to community working group is developing responses to embedding the recommendations of the research and what it means for assessment, reporting and intervention. Page 91
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P a g e 64 | 79 To ensure that all resident who are released from custody back to community are supported, WD has created a protocol to triage prison release names and ensure that they are connected with all relevant services and that any potential risk to adult or child victims are shared, i.e. those who have been discussed at MARAC or who have children on the CP register. This has proved beneficial in terms of care planning for children/young people and safety planning for adult victims. This process will continue to be developed and embedded as part of core business. WD CJP has been working closely with West College Scotland (WCS)to develop pathways to education from a custody setting transitioning back to community. 3.35.6 Arrest Referral Scheme West Dunbartonshire’s Arrest Referral Scheme (ARS) working group is a joint working group that supports the strategic priorities for both the CJP and Alcohol and Drugs Partnership (ADP). Both partnerships have developed a unified whole-systems approach to identifying the underlying needs of individuals at the point of arrest ensuring person - centred care within police custody. Both partnerships are in the process of considering viable and sustainable options that support residents to a positive destination and will impact on decision making at the point of sentencing. Once WD has agreed on a viable operating model consideration will be given to impact measures in terms of impact to the person and impact at court and sentencing decisions. 3.35.7 Custody to Community Activity The Custody Community working group has made progress in the last year and been responding to the early release of prisoner’s scheme and the new legislative changes to sentencing guidelines. The group has naturally split into two working groups one that is managing risk and safety of victims as part of release planning, and another group that co- ordinates a whole – systems approach to meeting the health and social care needs of residents as they transition from custody back to the community. 3.35.8 Both groups have been hugely successful in terms of ensuring that needs are met. The risk and safety group has created a communication protocol between services to ensure that information around risk is shared and managed timeously. This has been beneficial in terms of safety planning for VAWG and child protection, ensuring the safety of adult and child victims. This group is responsive group that meets when there is a need to communicate and respond to risk. 3.35.9 Caledonian Steering Group Caledonian Systems The remit of the group is to support embedding and shaping of ‘The Caledonian System’ across West Dunbartonshire. The group is responsible for directing enhanced and targeted activity and actions, which will ensure the fidelity of the system and associated men’s programme. Activity is underpinned by a trauma responsive, needs-led framework that will contribute to wider activity effecting desistance, diversion, and effectively reduces recidivism with respect to Domestic Abuse and Violence. 3.35.10 The group has been developing a Standard Operating Protocol (SOP) between partners to ensure effective communication and agreed protocols to manage risk and ensure the safety of victims as paramount. The SOP is being developed in a partnership approach, and each partner has contributed to its development. The 1st draft of the SOP has been referred to other strategic partner i.e. the (Violence Against Women and Girls Partnership) VAWGP and the MARAC steering group for scrutiny and agreement. 3.35.11 As part of ongoing commitment to quality assurance a performance and audit subgroup Page 92
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P a g e 65 | 79 has been created to support outcome improvement planning for Caledonian systems. A performance and audit tool has been developed and dip sampling of reports undertaken. The group focused on the standard of assessment including thorough analysis of the Scanning Analysis Response Assessment Model (SARA) – V3, recommendations, and sheriff sentencing along with analysis of those who were deemed not suitable for the programme. 3.35.12 Authentic Voices WD CJP has made every effort to ensure that service provision and delivery is borne out of co-production and shape by authentic voices. The Authentic Voices working group has made traction in terms of gathering the voices of those with lived experiences as part of outcome improvement planning in the locality. 3.35.13 In September 2024 Justice Services Women’s Safety and Support Service embarked on discovery activity as part of a collaborative approach with SafeLives to better understand the journey of women who have experienced domestic abuse involvement with justice systems from the point of arrest through to prosecution. The discovery report was heard at the Justice conference in June 2025 and embedding the recommendation from the report is being considered by both WD VAWGP and CJP a part of a unified response to improving outcomes for women involved with justice and wider social work systems. https://www.west-dunbarton.gov.uk/media/kbjav3dm/womans-justice-journeys- document.pdf 3.35.14 The authentic voices working group is made up of multi-agency partners and each partner is focusing on gathering the voices of those with lived experience in their respective areas. Action for children, Engagement Coordinator, Voices of the Promise, is part of the authentic voices working group. Action for Children are currently undertaking lived experience discovery activity, and this will be reported on in the forth coming months. 3.35.15 This report will be escalated to WD CJP to consider the implementation and embedding of recommendations as part of prevention work for youth justice. It is hoped learnings will also inform wider outcome improvement planning for adult justice services. 3.35.16 Public Information, Engagement, and Involvement To support this priority area WD CJP has hosted information and awareness raising sessions across the locality and open to multi-agency partners. Along with the wider information and awareness raising sessions, focused session on the Community Justice Outcome Improvement Plan 2014-2027 (CJOIP) have also been offered to ensure that staff groups including housing/homelessness; children & families social work; education services; health and 3rd sector partners are aware of the strategic and operational undertakings associated with the CJOIP and its delivery in the locality. 3.35.17 This year the partnership has engaged with partners and hosted the Community Justice “Trauma Informed Justice” Conference. The outcomes for the conference included: To increase awareness and support of West Dunbartonshire’s Justice Services and Community Justice Partnership. To demonstrate West Dunbartonshire’s progress, and continued commitment, to delivering National and Local Outcome Improvement Planning for Community Justice in West Dunbartonshire. 3.35.18 WD Community Justice contributes to the wider strategic plans of the various partnerships and ensures a whole systems approach to shared policy and priority areas. WD VAWGP and Trauma Informed and Responsive Group are taking a partnership approach to impact assessing and have begun the process of developing an Integrated Page 93
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P a g e 66 | 79 Impact Assessment. 3.35.19 Case Study: Donna’s Journey Through Recovery from Domestic Abuse This structured case study illustrates how trauma-informed, whole-family intervention using Justice integrated services including the Caledonian System and the Three-Stage Trauma Recovery Model can result in meaningful, long-term improvements in safety, mental health, and wellbeing for women and children impacted by domestic abuse. Using the Three-Stage Trauma Model of Recovery (Judith Herman 1992; 2015) 3.35.20 Stage 1 Safety and Stabilisation: Background and Experience of Abuse Donna, a 24-year-old woman and mother to two daughters aged 2 and 13, endured a four- year abusive relationship. Early in the relationship, subtle controlling behaviours emerged. Donna was expected to check in with her partner and limit contact with others. Although he had a history of alcohol addiction, she attempted to set boundaries, such as prohibiting alcohol in the home. The first incident of overt abuse occurred when he returned home intoxicated and began shouting and damaging property. Though not physically assaulted, Donna felt unsafe and feared for herself and her children. Despite police involvement, Donna gave her partner another chance, partly due to his childhood trauma and fear of abandoning him. However, the abuse escalated, including threats of self-harm and emotional manipulation, particularly when he consumed alcohol. This pattern continued for two more years, alternating between moments of calm and intense volatility. Donna ultimately ended the relationship for the safety of her children. Her ex-partner was charged with domestic abuse and referred to the Caledonian Project, the court-mandated programme for perpetrators of domestic abuse. Intervention for Safety Donna was referred to the Women’s Safety and Support Services through the Caledonian system. She was offered voluntary, trauma-informed support focused on her safety and wellbeing. A personalised safety plan was developed, addressing emergency preparation, escape routes, safe spaces, and trusted support networks. This immediate intervention created a sense of structure and control in the midst of psychological turmoil. Donna expressed relief at finally receiving help and acknowledged the severe impact the abuse had on her mental health and sense of security. Her children’s needs and the impact of domestic abuse were also assessed, and the children were supported by a Caledonian children’s worker, ensuring their rights were upheld and their emotional needs addressed. 3.35.21 Stage 2 Processing and remembrance Therapeutic Support and Emotional Processing Donna engaged in weekly emotional support sessions. She began to process the fear, shame, and guilt she had carried, particularly around her decision to stay in the relationship. Speaking about her experiences helped her unpack the psychological impact of coercive control and emotional abuse, something she had previously internalised in silence. Donna described experiencing hypervigilance, a common trauma response, and expressed a desire to learn how to move forward without placing herself or her children at risk. Through therapeutic conversations, she explored the root of these feelings and was supported to safely recall and work through difficult memories. She also developed an understanding of abuse dynamics, which enabled her to identify patterns and begin to separate herself emotionally from the blame and confusion. Page 94
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P a g e 67 | 79 3.35.22 Stage 3: Reconnection and Reintegration Growth, Learning, and Future Focus As Donna progressed, her focus shifted toward healing and future resilience. She expressed a desire to set strong boundaries, recognise red flags in relationships early on, and build a life based on self-worth and emotional safety. Her ongoing engagement with support services is allowing her to rebuild her identity, both as an individual and as a parent, outside of the abusive dynamic. She reports that her children are “so much happier” and that she herself feels a sense of inner calm for the first time in years. Donna continues to access support and remains committed to her recovery journey. Her feedback demonstrates a clear shift from surviving to thriving, with strengthened confidence, emotional regulation, and relational awareness. Feedback from Donna: “I am so grateful for the support I am receiving as I felt that no one cared about my situation. I couldn’t speak to anyone as I was ashamed for staying when I should have left. My children are so much happier without him around and I feel calm inside for the first time in years.” 4 Resources 4.1.1 The Integration Joint Board (IJB), known locally as the HSCP Board, is responsible for the strategic direction and performance of these services, together with delegated community health services for adults and children. 4.1.2 The HSCP Board’s current Strategic Needs Assessment highlights demographic pressures, health inequalities and the deprivation profile of West Dunbartonshire compared to other parts of Scotland and how these factors result in higher levels of support from services. 4.1.3 Our Board had responsibility for an overall net budget resource for delegated health and social care services of £209.935m in 2024/25. The setting of the 2024/25 budget was even more challenging than the previous year, as partner funding contributions failed to keep pace with the increasing costs of service delivery and the increasing demand for those services. The overall HSCP funding shortfall was £10.551m, split £7.530m for social work and care and £3.021m community health services. 4.1.4 For social work and care services the 2024/25 funding allocation from West Dunbartonshire Council was a “flat cash” one, i.e. 0% uplift for inflation and demographics. The £7.530m funding shortfall was mitigated through approved savings, a range of management actions and release of some reserves. The measures included the temporary reduction in employers’ superannuation contributions, increasing turnover savings, deletion of some vacant posts, reviewing the levels of commissioned spending across all services, closure of the Pavillion Café and capping residential bed numbers within our older people’s care homes. 4.1.5 Good progress was made in delivering on these actions with the overall financial outturn position for 2024/25 reporting an excess of funding against expenditure, resulting in an underspend of £0.072m across all delegated health and social care services. The underlying budget deficit for social care was £1.050m, offset by a surplus in health services of £1.122m. 4.1.6 Early financial performance reports during the 2024/25 financial year projected a forecast overspend of £3.525m, increasing to a peak of £4.286m in September 2024. Significant mitigating actions were put in place by the Senior Management Team to address the projected overspend and monitored closely throughout 2024/25. In addition, the Scottish Page 95
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P a g e 68 | 79 Government confirmed further funding to support the 2024/25 above inflation pay award with a proportion of this being passed on the HSCP for delegated local authority staff. While this additional funding was welcome, the impact of continued increased demand for both children and adult services resulted in the Board having to cover the early deficit projection through additional recovery plan measures. 4.1.7 Table 1 below provides details on the consolidated position and the release of earmarked reserves. TABLE 1: EXTRACT FROM 2024/25 AUDITED ANNUAL ACCOUNTS 4.1.8 Table 2 below, provides a higher level of detail on the 2024/25 pressure on social work and care services, and in particular for services for Looked After and Accommodated Children and Care at Home Services. Expenditure for regulated care for children which includes fostering and residential care was circa 18.7 million. For adults’ expenditure for the reporting period was 51.5 million gross. West Dunbartonshire 2024/25 2024/25 2024/25 2024/25 2024/25 Integrated Joint Board Annual Net Underspend/ Reserves Underspend/ Budget Expenditure (Overspend) Adjustment (Overspend) Consolidated Health & Social Care £000 £000 £000 £000 £000 Older People, Health and Community Care 55,857 58,244 (2,387) 258 (2,645) Physical Disability 3,852 3,557 295 0 295 Children and Families 31,736 31,616 120 (358) 478 Mental Health Services 14,009 13,627 382 323 59 Addictions 4,325 4,101 224 (355) 579 Learning Disabilities 21,850 21,069 781 (250) 1,031 Strategy, Planning and Health Improvement 2,244 2,082 162 (55) 217 Family Health Services (FHS) 35,107 35,174 (67) 0 (67) GP Prescribing 21,718 22,626 (908) 0 (908) Hosted Services - MSK Physio 7,980 8,108 (128) (109) (19) Hosted Services - Retinal Screening 772 865 (93) (112) 19 Criminal Justice 8 97 (89) (117) 28 HSCP Corporate and Other Services 10,114 8,653 1,461 456 1,005 IJB Operational Costs 363 363 0 0 0 Cost of Services Directly Managed by West Dunbartonshire HSCP 209,935 210,182 (247) (319) 72 Set aside for delegated services provided in large hospitals 45,781 45,781 0 0 0 Assisted garden maintenance and Aids and Adaptions 303 303 0 0 0 Total Cost of Services to West Dunbartonshire HSCP 256,019 256,266 (247) (319) 72 Page 96
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P a g e 69 | 79 TABLE 2: 2023/24 SOCIAL WORK AND CARE FINANCIAL PERFORMANCE 4.1.9 The financial and service pressures experienced in 2024/25 are not new, in particular demand for children’s services, which was on an increasing trajectory since 2017/18, has been further exacerbated by the legacy impact of both the Covid-19 pandemic and the Cost- of-Living Crisis on families across West Dunbartonshire. This is shown in stark detail in the graph below covering the increasing costs of Kinship, Fostering and other Residential Accommodation. Approximately Seventy percent of children and families allocated budget is allocated to the provision of care as detailed below. The What Would It Take Strategy aims to support more children with their families within local communities disinvest in external care costs and develop local family support-based services to enable children to remain safely within their communities. TABLE 3: SPEND ON CHILDREN AND FAMILIES 2020/21 TO 2024/25 4.1.10 In March 2025 Audit Scotland published an article on “Integration Joint Boards – Finances Continue to be Precarious” which highlighted a concerning picture of continued overspending, depletion of reserves and savings being met through one-off rather than recurring savings and a projected funding gap for 2024/25 of £457m. 2024/25 2024/25 2024/25 2024/25 2024/25 Annual Net Underspend/ Reserves Underspend/ Budget Expenditure (Overspend) Adjustment (Overspend) £000 £000 £000 £000 £000 Strategy Planning and Health Improvement 1,175 1,276 (101) (155) 54 Children and Families 26,566 26,839 (273) (398) 125 Older People Residential and Community Care 35,067 38,219 (3,152) (2) (3,150) Adult Services - Learning Disabilities 14,023 13,277 746 (177) 923 Adult Services - Physical Disabilties 2,616 2,349 267 0 267 Adult Services - Mental Health 3,302 3,268 34 (24) 58 Adult Services - Addiction Services 1,078 1,356 (278) (517) 239 Carers 1,511 1,455 56 0 56 Other Services 4,495 4,016 479 101 378 Net Expenditure 89,833 92,055 (2,222) (1,172) (1,050) Social Care Net Expenditure Page 97
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P a g e 70 | 79 4.1.11 Within West Dunbartonshire HSCP, we recognise all these Audit Scotland findings as we continue to operate in an extremely challenging environment both locally and nationally. These challenges are set out within our Medium-Term Financial Outlook 2024/25 – 2027/28. The plan also sets out our key themes on how we aim to redesign our services and look for other opportunities to reshape our delivery models to work within the continuing financial constraints projected over the medium term. 4.1.12 These are: Better ways of working – integrating and streamlining teams including the benefits of information technology to deliver services more efficiently will release financial savings and protect front line services; Community Empowerment - support the vision for resilient communities with active, empowered and informed citizens who feel safe and engaged to be a main contributor to service change across health, social work and care; Prioritise our services – local engagement and partnership working are key strengths of the HSCP. We must think and do things differently and find new solutions to providing support to those who need it; Equity and Consistency of approach – robust application of Eligibility Criteria for new packages of care and review of current packages using the My Life Assessment tool; and Service redesign and transformation – build on the work already underway redesigning support to people to remain or return to their own homes or a home setting for as long as possible. This will be across all care groups including older people, learning, physical and mental disabilities and children and families, in partnership with Housing services, third sector and local providers. 4.1.13 These themes are expended in greater detail by individual service redesign plans, approved by the HSCP Board over the last two years. These are our Care at Home Service Redesign Project, our Review of Learning Disability Services and our Medium- Term Financial Plan for Children’s Services: “What Would It Take”. The progress on the delivery of these plans is underpinned by a refreshed strategic plan, expansion of local commissioning, robust financial management, a prudent reserves policy and a range of actions to support our workforce. 4.1.14 These individual service strategies are committed to working with our residents, our own workforce and those we commission services from, to ensure that high quality services can be delivered whilst demonstrating Best Value from our constrained resources. 4.1.15 Table 4 below, provides further detail on the financial cost of commissioning a range of social work and care services in 2024/25 and with the Scottish Government’s continued commitment to pay all social work and care workers a realistic living wage, this is another financial risk that requires to be managed. Page 98
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TABLE 4: 2024/25 COMMISSIONED EXPENDITURE 4.1.16 The financial outlook for the HSCP and Social Work Services for 2025/26 is one of increasing financial challenge and risk despite health funding increasing by 3% and a commitment made by West Dunbartonshire Council to pass over a share of both anticipated Scottish Government funding in relation to increased employers’ national insurance contributions and additional local government funding to reflect GAE indicator changes. 4.1.17 In March 2025, the HSCP Board agreed to a suite of options to close the estimated funding gap of £7.766m. Recognising that transforming and redesigning services requires more time, the majority of the shortfall will be covered by a continuation of non-recurring turnover savings, non-filling of some vacant posts and the remaining application of any available reserves. 4.1.18 The annual update of the Board’s Medium Term Financial Outlook in 2026 will seek to address how best we can mitigate these risks going forward and work with our partners to take forward the main recommendations of the Audit Scotland report, to work collaboratively and share learning both locally and nationally. 5. Workforce and Service Impact 5.1 Workforce Planning 5.1.1 The WD HSCP Workforce Plan (2022–2025) concludes in 2025. To align with the Strategic Planning cycle (2023–2026) we are currently developing a one-year holding Workforce Plan for 2025–2026. This interim plan will support strategic continuity and inform the development of a longer-term plan for 2026–2029. 5.1.2 The latest version of guidance from Scottish Government is clear and sets out a continuation of the National Workforce Strategy for Health and Social Care with the ‘Five Pillars of the Workforce Journey’: Plan – supporting evidence-based workforce planning. Attract – using domestic and ethical international recruitment to attract the best staff into health and care employment in Scotland. Train – supporting staff through education and training to equip them with the skills required to deliver the best quality of care. Employ – making health, social work and care organisations “employers of choice” by ensuring staff are, and feel, valued and rewarded. £000 £000 £000 £000 £000 Day Support 0 0 2,922 0 2,922 Direct Payments 222 897 867 116 2,102 External Fostering 4,243 0 97 0 4,340 Fostering and Adoption 1,216 0 0 0 1,216 Housing Support 1,994 3,376 11,068 0 16,438 Kinship Payment 2,892 0 0 0 2,892 Nursing 0 0 610 0 610 Payments to NHS 461 113 373 319 1,266 Payments to other bodies 1,651 2,456 4,036 1,654 9,797 Residential Care 6,415 16,776 2,077 0 25,268 Respite 234 14 476 559 1,284 Total 19,328 23,633 22,527 2,648 68,136 TotalSpend Category Children and Families Health and Community Care Learning Disabilities, Mental Health and Other Page 99
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P a g e 72 | 79 Nurture – creating a workforce and leadership culture focusing on the health and wellbeing of all staff. 5.1.3 West Dunbartonshire HSCP are looking to grow and retain our Social Work and Care workforce in the next five years. Recruitment and retention is a main focus of actions to help us deliver both our Workforce Plan but also encourage employability and extending the number and type of training opportunities available. We utilise supervision session to discuss career development, learning interventions and progression of specific training to support our workforce in their roles. Several programmes of work have progressed, including, this year, supporting and developing employment with relevant qualifications by utilising funded places for undergraduate and post graduate programmes at Universities. The programme has now been implemented since 2022 and we have successfully supported a number of employees to undertake the undergraduate and post-graduate programme through the Open University across Children’s, Adults and Justice Services. 5.2 Workforce Split 5.2.1 The workforce of West Dunbartonshire HSCP is made up of staff employed by both NHS Greater Glasgow and Clyde and West Dunbartonshire Council, reflecting the integrated nature of health and social care delivery in the area. As of 31 March 2025, the total workforce stood at 2,207 staff with 829 employed by the NHS and 1,378 by West Dunbartonshire Council. Table 1 Workforce as at 31.03.25 (WTE and Headcount split) 5.2.3 This split highlight the significant contribution of both employing organisations to the delivery of services across the HSCP. The Council workforce is larger, accounting for approximately 62% of the total, while NHS staff make up the remaining 38%. This distribution is consistent with the range of services delegated to the HSCP which include both health and social care functions. 5.2.4 The integrated workforce model enables the HSCP to draw on a broad mix of skills, experience and professional backgrounds, supporting multidisciplinary working and more coordinated care for the people of West Dunbartonshire. Maintaining a balanced and collaborative workforce across both employers is essential for sustaining high- quality service delivery and responding flexibly to changing needs. 829 688.21 1378 1079.37 0 500 1000 1500 2000 2500 Headcount WTE Workforce as at 31.03.25 NHS WDC Page 100
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P a g e 73 | 79 5.2.5 Age Profile and Retirement Risk The age profile for staff in West Dunbartonshire HSCP indicates that the majority (59%) of our workforce are over the age of 45. Table 1 People Count and Age Profile Age Band NHS West Dunbartonshire Council Total <20 0 3 3 20-24 10 30 40 25-29 59 69 128 30-34 125 120 245 35-39 106 138 244 40-44 113 139 252 45-49 104 145 249 50-54 112 185 297 55-59 113 251 364 60-64 71 213 284 65+ 16 85 101 TOTAL 829 1,378 2,207 5.2.6 The data for the NHS workforce in WD HSCP indicates that there is almost an even split of the workforce under the age of 45 and over the age of 45, with only a subtle difference over the age of 45, while the picture West Dunbartonshire Council workforce is slightly different across and indicates the majority of the workforce are over the age of 45 (64%). Whilst this does not present an immediate retiral risk, we do need to be mindful of the importance of succession planning, the implications of an ageing workforce and maintaining health and wellbeing in coming years. 5.2.7 As our workforce gets older, and we continue to rely on them, we will need to put in place policies and strategies to enable experienced workers to remain in the workforce, while maintaining their health and wellbeing. We will also have to put in place succession planning for their eventual replacements. 5.2.8 Around a third of the NHS workforce (24%) are aged 55 years and over. This presents risk of retiral of a sizeable proportion of the workforce within the next five to ten years. There is a significantly higher risk with West Dunbartonshire Council workforce as almost 40% of the workforce, is aged 55 of over. The chart below shows the split of the workforce over 55 and those under 55. 5.2.9 The parent bodies as employers, must recognise this, and be ready to put in place reasonable adjustments to allow colleagues to support the workforce do their role as well as when someone does have for example a long term condition, using various forms of flexible working (for example: home working, job sharing, shift working, part time working) to assist with work life balance. Page 101
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P a g e 74 | 79 Table 2 Age Profile Table 3 HSCP Age Profile 5.2.10 Workforce Gender Balance As can be seen below West Dunbartonshire HSPC has a greater proportion of female workers than male workers and whilst this is not untypical within the caring profession, the HSCP does need to consider how we encourage greater inclusion within professions as part of recruitment campaigns. Page 102
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P a g e 75 | 79 Table 4 Gender Balance 705 124 1203 175 0 500 1000 1500 2000 2500 Female Male Workforce Gender Balance NHS WDC 5.2.11 Staff Turnover Between April 2024 and March 2025, 251 people left WD HSCP. The annual turnover rate for West Dunbartonshire Council staff within the HSCP was 12.7% and for the NHS was 8.5%. This represents reduced turnover rates compared to the same period in the previous report. The workforce may have been less willing to leave the security of their posts or actively pursue retirement. 5.2.12 To take account of the ageing patient population, as well as the workforce reaching retirement age, both NHS Greater Glasgow and Clyde, and West Dunbartonshire Council are exploring new ways of working and new recruitment and retention strategies, as well as having a continued focus on how we support the health and wellbeing of our workforce. Our workforce plan aims to mitigate the risks of diminishing workforce against area of growing demand. 5.3 West Dunbartonshire HSCP Approach to Staff Health and Wellbeing 5.3.1 A range of supports are regularly promoted to staff and re-enforced within staff briefings, team meetings and through wellbeing conversations which includes, National Wellbeing Helpline and the National Wellbeing Hub, dedicated wellbeing resources and further support online options for our workforce through employee assistance Page 103
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P a g e 76 | 79 programmes including support in building resilience, improving wellbeing and, where appropriate, how to lead and support others who may be struggling. 5.3.2 Key priorities for our workforce in support of maintaining a healthy working environment include; personal development, promoting diversity, fair work practice. We want to ensure that employee wellbeing is embedded in the HSCP leadership, culture and people management practice. We want to help equip our people with the wellbeing skills and supports needed to thrive in the workplace. 5.3.3 Our workforce continues to be offered and encouraged to take part in the annual iMatter staff engagement survey. Team action plans have been developed to support improvements and to identify what is important to staff. The HSCP iMatter Lead supported a local focus of these principles, as well as promoting local ownership of the process and understanding of manager and team responsibilities. Within West Dunbartonshire HSCP, there is a continued emphasis on the importance of action planning. 5.4 Workforce Development, Learning and Collaboration 5.4.1 NQSW Supported Year: Building Foundations for Professional Growth. The NQSW Supported Year has become a cornerstone of our commitment to nurturing newly qualified social workers as they transition into professional practice. Over the past year, West Dunbartonshire HSCP has embedded a robust and responsive framework that supports NQSWs through structured learning, peer engagement, and reflective practice. The Programme has been guided by a dedicated Steering Group comprising senior and operational managers who provide strategic oversight, ensuring alignment with national standards and local workforce priorities. In September 2025, a total of 20 NQSW’s were being supported through the programme. 5.4.2 Programme Structure and Offerings The Supported Year is aligned with the Scottish Social Services Council (SSSC) requirements and includes a blend of mandatory and optional activities designed to build confidence, competence, and professional identity. Key components include: Individual Development Planning: Supervisors support NQSWs in creating and reviewing Individual Learning Plans (IDLs), with supervision every four weeks. Protected Learning Time: Half a day per week during core hours for study, reflection, and development activities. Protected Caseloads: Designed to match the NQSW’s growing confidence and competence. Induction and Information Events: Tailored sessions, such as the half-day Information Event held in June 2025, provide targeted support for those new to the organisation, ensuring a smooth on-boarding experience. Peer Support Forums: Held every 6–8 weeks at Church Street, Dumbarton, these informal gatherings offer NQSWs and students a space to connect, share experiences, and learn about different roles across the organisation. Core and Mandatory Learning Activities: These are integrated into the Supported Year and linked to evidence-gathering requirements. Page 104
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P a g e 77 | 79 Dedicated Intranet Resources: The NQSW Toolkit and Social Work Practice and Resources pages provide accessible guidance, links to SSSC materials, and practical tools to support learning and development SSSC Webinars and Forums: NQSWs and their supervisors are encouraged to participate in quarterly national forums hosted by SSSC, which offer opportunities to share practice, challenges, and successes. Job Shadowing: Shadowing is recognised as a mandatory component of the Supported Year and is key to broadening professional experience. A minimum of six weeks shadowing across Children & Families, Justice Services, and Adult Services is offered. Mentors: NQSWs are matched with a mentor who may be an experienced social worker or a Social Worker who has recently completed their SSSC Supported year. Achievements and Impact Collaborative Development: The programme has evolved through active collaboration with colleagues across Justice, Adult Services, and Children and Families. Feedback from NQSWs has informed improvements to induction processes and learning pathways. Manager Engagement: Regular catch-ups with NQSW line managers and Steering Group meetings have ensured that the programme remains responsive to frontline needs and strategic priorities. Skills Passport: This initiative has been reviewed and updated to better support NQSWs in evidencing their development and accessing relevant training. Supervision: The Programme has improved the clarity and consistency of Supervision, Mentoring, and Continuous Professional Learning (CPL) Tracking. 5.4.3 Challenges The NQSW Supported Year is continuing to evolve. As an organisation, we regularly seek feedback from the Newly Qualified Social Workers themselves, as well as their direct Line Managers, Mentors, and Senior Managers as we endeavour to continually improve the content. Current challenges include: Ensuring consistent uptake and awareness of the different offerings and materials across all teams. Balancing workload demands with time for reflective supervision. Identifying and supporting NQSW’s promptly within dynamic staffing environments. Creating frameworks to sustain meaningful shadowing and mentoring experiences for all NQSW’s. 5.4.4 As we approach the second year of implementation, West Dunbartonshire HSCP remains committed to refining and strengthening the NQSW Supported Year. Plans include expanding peer-led learning opportunities, enhancing digital resources, and deepening collaboration across the sector. 5.4.5 Additional funding from Government to Chief Social Work Officers in 2022 to promote service delivery within adult services has been identified to develop a Lead Officer for Social work and will be known as the depute CSWO. In addition, an adult services reviewing team to support quality assurance and scrutiny of quality of care and support Page 105
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P a g e 78 | 79 for adults and older people has been put in place. 5.4.6 Highlighted through this report are the significant issues of staffing availability and recruitment which has had an impact in nearly all areas of service delivery. As West Dunbartonshire HSCP experiences, and plans for, change, a number of resources and programmes are being developed to support our workforce through change. Whilst the effects change is acknowledged, there are levels of challenge due to a shortage of available workers for some sectors which is resulting in higher than normal level of vacancies. 5.4.7 Never has there been a greater need for workforce planning and development to be supported to ensure the continuity of a skilled and committed workforce to deliver high quality services for the future. Throughout 2024/2025 retention of staff is being supported with the development of post qualifying Social Work qualification delivered by the Open University. A number of staff are now actively engaged in post graduate social work programmes following a selection and interview process, involving as part of the panel care experienced or individuals with lived experience of service. Both the training programmes and placement provision are being supported by the wider HSCP. 5.4.8 The HSCP has a statutory duty to provide a workforce plan. In a Director’s Letter dated 17 December 2024, the Scottish Government requested Partnerships and Health Boards to produce a 1-year workforce plan for the period 2025–26. This represents a shift from the previous 3-year planning cycle and reflects both the current workload pressures and the challenges of forecasting workforce needs in a rapidly changing environment. 5.4.9 This 1-year plan serves as an interim measure and is designed to align with the development of the HSCP’s strategic plan for 2026–2029. The intention is to return to a longer-term planning horizon from 2026 onwards, ensuring continuity and strategic alignment across service delivery and workforce priorities. 5.4.10 Workforce planning activity is embedded within routine business continuity processes across all levels of the HSCP. The plan primarily addresses workforce requirements for West Dunbartonshire Council and NHS Greater Glasgow & Clyde, while also considering the contribution and needs of the Third and Independent Sector workforce. 5.4.11 The Health and Care (Staffing) (Scotland) Act 2019, which came into force in April 2024, places a statutory duty on NHS Boards and care service providers to ensure appropriate staffing arrangements are in place to support safe, high-quality care. This includes having workforce plans that reflect current and projected service demands and align with strategic planning cycles 5.4.12 In addition to core training, our workforce continues to have access to a wide range of learning and development opportunities. During 2024 the Health and Care (Staffing) (Scotland) Act 2019 was implemented. Whilst social workers are not covered within the duties or the Act, our workforce in registered services will be covered. A continual programme of awareness and learning platforms specific to functions has been promoted. 5.4.13 Opportunities for obtaining formal social work qualifications has been made available within the HSCP. During the reporting period we had 5 employees enter formal academic study to obtain a Social Work degree and we are looking to widen this access for a career pathways, in partnership with the Open University. 5.4.14 Staffing challenges throughout the reporting period have resulted in both increased waiting times for service users and is in part being mitigated by the regular use of Page 106
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P a g e 79 | 79 agency staff. There is a clearly changing profile of experience and skillset across the social work workforce with vast majority of successful recruitment activity resulting in newly qualified social workers being appointed. Over time this shifts the balance of experienced staff who are managing highest public protection risk. 5.415The experience of West Dunbartonshire is similar to the overall picture nationally, with other local authorities reporting difficulties filling posts and losing experienced social workers to agencies. With the maturity of HSCP’s structural arrangements there is a risk that parent bodies have reduced capacity and ownership of the need to appropriately support the social work workforce both from learning and development and HR perspective. 5.4.16A review of the Children and Families structure was scoped in 22/23 and challenges regarding implementation have resulted in a significant delay in achieving the required service configuration. The proposed structure would act as a footprint for aligning the social work roles grading and structure across social work services. 5.3.17Highlighted through this report are the significant issues of staffing availability and recruitment which has had an impact in nearly all areas of service delivery. As West Dunbartonshire HSCP experiences, and plans for, change, a number of resources and programmes are being developed to support our workforce through change. Whilst the effects change are acknowledged, there are levels of challenge due to a shortage of available workers for some sectors which is resulting in higher than normal level of vacancies. Never has there been a greater need for workforce planning and development to be supported to ensure the continuity of a skilled and committed workforce to deliver high quality services for the future. Throughout 2023/2024 retention of staff is being supported with the development of post qualifying Social Work qualification delivered by the Open University. A number of staff are now actively engaged in post graduate social work programmes following a selection and interview process, involving as part of the panel care experienced or individuals with lived experience of service. Both the training programmes and placement provision are being supported by the wider HSCP. Page 107
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer (Regulatory and Regeneration) Council: 17 December 2025 Subject: Glasgow City Region City Deal - Update 1. Purpose 1.1 To provide an update on the Exxon Infrastructure Project, and to report on matters being discussed by Glasgow City Region. 2. Recommendations 2.1 It is recommended that Council: i) Notes the update on the Exxon Infrastructure Project. ii) Notes the progress of the Glasgow City Region programme. 3. Background 3.1 The Glasgow City Region City Deal Infrastructure programme equates to £1.13bn of investment during period 2015-2035. Projects are progressing and have reached various stages of development. 4. Main Issues 4.1 This report provides information on City Region progress and includes the latest position on Exxon site infrastructure project development. Exxon Infrastructure Project 4.2 Since reporting to Council on 29 October, the main construction works have continued to progress well and remain on programme. Quarterly newsletters continue to be prepared and shared on the Council’s website with October’s edition now available. 4.3 The western under-bridge pre-construction work started in late April 2025 and is on target for the installation in December 2025. The western underpass structure is now fully constructed and ready for installation. Network Rail now confirmed that the earliest alternative date to carry out the eastern overbridge deck demolition in the 22 November 2026, and this date was accepted by the Council. This date does introduce a number of risks as the work is then carried out during winter, when working conditions are more challenging and ITEM 9 Page 109
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there is further planned evening works required to safely rebuild the bridge deck. The overall programme completion is not affected at this stage but will need to be closely monitored. 4.4 The marketing approach for the site continues to be progressed and soft market testing now underway, the outcome of which will help inform the Project Board of the best approach to take. A report on this will be brought to a future meeting.’ . Glasgow City Region - General Update 4.5 A Glasgow City Region (GCR) Cabinet Meeting was held on 18 November. Items on the agenda included a GCR Investment Zone Programme Assurance Framework, GCR Investment Zone - Strategic Outline Programme Business Case (SOPBC), Clyde Mission Decarbonization Fund and a 6 monthly update on the UK Shared Prosperity Fund. 4.6 The paper on the Glasgow City Region Investment Zone Up-date confirmed that the Investment Zone is progressing through the Government five stage Gateway approval process. A small number of additional points of clarification have been sought in relation to Gateway 4 and these were submitted to Government on Monday 27 October. Approval of Gateway 4, including the draft budget and Non-Domestic Rates Retention sites is expected in the coming weeks. 4.7 The final formal Gateway stage of the Investment Zone process, Gateway 5, is focused on operational delivery, risk and evaluation. Gateway 5 was submitted to UK and Scottish Government, Friday 7 November and feedback is awaited. 4.8 To support the governance and management of the GCR Investment Zone programme an Assurance Framework has been developed, with input from Finance and Audit. Glasgow City Council is considered as the Accountable Body for the administration of the grant. It is expected that the Assurance Framework will be augmented by a Grant Agreement following the finalisation of the Memorandum of Understanding with Scottish Government. 4.9 The Cabinet approved the Strategic Outline Programme Business Case for the GCR IZ Programme which means that individual GCR Investment Zone short-listed projects are also considered ‘Approved’ and will be able to access the grant funding which will support progress towards Outline of Full business Case Stage. This includes the Scottish Marine Technology Park (SMTP) 4.10 The Strategic Outline Programme Business Case provides the strategic programme context for the Investment Zone, which the individual short-listed project Business Cases will then follow. In addition, it includes a request for £2.131m grant funding for a number of GCR Investment Zone projects, in advance of approval of an individual Outline or Full Business Cases. Page 110
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4.11 A proposed Clyde Mission Heat Decarbonisation Fund design and a grant budget envelope for financial year 2026/27 of £5 million (subject to Scottish Government confirmation) were approved by the Cabinet. 4.12 Clyde Mission Heat Decarbonisation Fund is a targeted investment programme being established by Glasgow City Region (GCR). The Scottish Government is funding this fund under the Clyde Mission programme. Its purpose is to accelerate the replacement of fossil fuel heating systems with low and zero carbon alternatives across the Clyde Mission corridor, in line with local, regional and national policy objectives. The aims of the Fund are to: Stimulate capital funding for high impact heat decarbonisation projects in the Clyde Mission corridor. Provide necessary funding to support district heat decarbonisation projects in both the public and private sectors, ensuring economic viability for installation and operational phases. Offer targeted supplementary funding to bridge funding gaps and enhance the viability of eligible projects. 4.13 The fund is open to local authorities, other public sector organisations, and incorporated legal entities (e.g. limited companies, Community Interest Companies) within the Clyde Mission Corridor. 4.14 An update on GCR Local Innovation Partnership Fund was provided to the Cabinet. The funding package available to the Region has been increased to a total of £50 million. Health and Life Sciences cluster supported by complementary Digital and Enabling Technology activity will the focus for the Fund. The Region will act as ‘Lead Bidder’ for the funding. 4.15 An update on the future of UK Shared Prosperity Fund was provided. From 2026/2027 United Kingdom Government will provide targeted, long-term funding to support local growth across the UK, completing the transition from the UK Shared Prosperity Fund. The new fund will be called Local Growth Fund and a webinar for Local Authorities was held on 5 November. For the next three years, this funding across the four new programmes will be at the same overall level in cash terms as under the UK Shared Prosperity Fund in the current year. For Scotland this is approx. £76m p.a., and approx. £238m over the period up to FY 28-29). There are four funding steams that make up the Local Growth Fund: Pride in Place Programme (PIPP) Phase 2 Pride in Place Impact Fund (PIPIF) New Local Growth Fund Growth Mission Fund 4.16 The first three funding streams are led jointly by Ministry of Housing, Communities and Local Government (MHCLG) and Scotland Office, with the Growth Mission Fund led by the Department of Trade (DBT). Page 111
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4.17 In practice, with the funding of £76m per annum and the UKG commitment to PIPP and PIPIF around £42m of flexible funding will remain. With an expectation of around 10-15% allocated to the Growth Mission Fund this will leave around £36m for the Local Growth Fund. 4.18 The majority of the new Local Growth Fund would be capital, however the split has not been confirmed. Maximum revenue allocation to the eight local authorities in GCR for employability, business support, third sector etc will be around £7.3m a year, however in reality it is likely to be lower. This is significantly lower than £33m in 2024/2025 and £22.6m in the current financial year. The UK Autumn Budget will be announced on Wednesday 26 November 2025 and further clarification on the future funding landscape is expected at this point. 4.19 Work is ongoing to model possible impacts of this reduction in funding on both direct staffing reductions and the levels of outputs and outcomes. 4.20 On 28th November the First Minister announced that the Scottish Government will introduce new legislation in the next Parliament to allow Glasgow City Region to be established as legal entity for the Glasgow City Region area. It is anticipated that this will provide the foundation for a devolution deal which will open the door to further funding and powers targeted at growing the economy. 4.21 At present it is unclear what the impact will be on the powers and remit of West Dunbartonshire Council itself, however similar initiatives in England (Greater Manchester and West Midlands) have permitted significant growth and as the thrust of the proposal is to bring power closer to the City Region authorities the initiative has been broadly welcomed. Further updates will be brought to Council as proposals are developed. 5. People Implications 5.1 There are several senior officers involved in the Glasgow City Region wider programme as noted at City Region Update paper at Council on 26 August 2021. 6. Financial Implications 6.1 Spend to date on the Exxon Infrastructure Project for financial year 25/26 is £9,037,168. Overall expenditure to date is £20.405M 7. Risk Analysis 7.1 There are several project risks associated with the development at the Exxon project site, and these are contained within the project risk register and updated by the Project Board on a regular basis. The Project Board is made up of senior officers from all key services. 8. 9. 8.0 Equalities Impact Assessment Page 112
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10. 11. 8.1 Previously completed. No further Assessment is needed at this stage. 9. Consultation 9.1 Consultation with all key stakeholders is progressing as we continue to work as part of the Glasgow City Region. 10 Strategic Assessment 10.1 At its meeting on 26 October 2022, the Council agreed that one of its main strategic priorities for the Strategic Plan 2022 - 2027 is ‘A Strong local economy and improved employment opportunities’. 10.2 The proposals within this report are specifically designed to deliver on this priority. Alan Douglas Chief Officer: Regulatory and Regeneration Date: 4th December 2025 Person to Contact: Alan Douglas Alan.Douglas@west-dunbarton.gov.uk Appendix: None Background Papers: UK Shared Prosperity Fund Report to Housing and Communities Committee 22 August 2022 Glasgow City Region City Deal- Council 13 August 2014. “City Deal Initiative” Clyde Valley Investment Fund-Council 30 April 2014 (Memorandum of Understanding). Clyde Valley Community Planning Partnership – City Deal Initiative – Council 28 August 2013. Wards Affected: All Page 113
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 17 December 2025 Subject: Financial Update 1. PURPOSE 1.1 To provide an update on the financial challenges facing the Council, the estimated 2026/27 – 2030/31 revenue budget gaps and present the first tranche of saving options for members consideration to help the Council deliver a balanced 2026/27 budget. 1.2 This update has been prepared using three different scenarios, best case, worst case and mid-range. Relatively small variations in assumptions can lead to fairly significant changes in the outcome. Throughout the report the primary focus is on the mid-range, however, where appropriate reference is made to best case and worst-case assumptions. 2. RECOMMENDATIONS 2.1 Members are asked to: I. note that the Council’s estimated 2026/27 revenue budget gap has increased from £8.882m as at October 2025 to £9.074m II. approve the £0.199m, rising to £0.322m by 2027/28, of saving options requiring political consideration to contribute toward agreeing a balanced 2026/27 budget and assist with future projected budget gaps III. note the £1.371m of management adjustments which will contribute to agreeing a balanced 2026/27 budget and assist with future projected budget gaps 3. BACKGROUND 3.1 On 5 March 2025, the Council agreed a balanced 2025/26 revenue budget, a revised capital budget and revenue estimates for 2026/27-2029/30. That budget report also highlighted estimated future year budget gaps based on a range of assumptions including future Scottish Government funding, inflation and future interest rates. The consequences of the decisions taken by Council on 5 March to agree a balanced 2025/26 budget reduced the cumulative estimated future budget gap and further reports to Council on 18 June 2025 and 29 October 2025 provided further updates on the financial challenges faced by the Council and updated the estimated budget gaps as set out in Exhibit 1. ITEM 10 Page 115
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Exhibit 1 – Future Year Estimated Budget Gaps 29 October 2025 Council Report Budget Gap 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £000 Best Case 7,905 16,870 31,939 41,058 49,691 Mid-Range 8,882 18,824 34,870 44,966 54,376 Worst Case 13,360 29,070 49,984 65,055 79,752 4. MAIN ISSUES 4.1 I have revisited the key assumptions and cost pressures detailed in the 29 October 2025 Council report. This is summarised in the paragraphs below. Scottish Government Finance Settlement 4.2 In my 29 October 2025 report I retained my assumption regarding the Council’s financial settlement of: • Best Case - Flat Cash • Mid-Range – Flat Cash • Worst Case - 1.0% reduction 4.3 The Scottish Government have advised of an intention to provide 3-year revenue and 5-year capital grant figures although there is no clarity yet over the level of detail that will be provided. This is a welcome development and should help increase certainty over future budget assumption and estimates. However, the UK Autumn Budget was delayed until 26 November 2025 which considered tax and spending UK wide. As a consequence of this delay the Scottish Government announced the Scottish Budget will be presented on 13 January 2026 with the Council getting sight of their individual settlements soon after. These timescales will be problematic as officers require sufficient time to examine the detailed impact of the settlement to inform the Council’s consideration of the 2027/28 budget at its meeting on 4 March 2026. There has been no material changes since October which have resulted in a change to the assumptions set out in paragraph 4.2. Extended Producer Responsibility 4.4 Extended Producer Responsibility (EPR) is an environmental policy approach that holds producers accountable for the entire lifecycle of their products, including the post-consumer phase. Under EPR, manufacturers are required to take responsibility for the collection, recycling, and safe disposal of their products once they are no longer in use. The key idea behind EPR is to shift the financial and/or physical responsibility for waste management from taxpayers to producers. This creates an incentive for companies to design products that are easier to recycle, more durable, and have less environmental impact. Page 116
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4.5 From 2025, some organisations and businesses have to pay a fee for the packaging they supply to or import into the UK market. The income generated is distributed by the UK Government to councils to cover net costs of collecting, managing, recycling and disposing of household packaging waste. In 2025/26 all councils received a basic payment based on: • publicly available and existing data, Office of National Statistics data • data about tonnages, operations and unit costs gathered from a representative sample of councils across the UK From 2026/27 the basic payment and any adjustments will be based on data councils submit to the Scheme Administrator. 4.6 The Council’s indicative 2025/26 allocation was £1.487m (as reported to Council on 5 March 2025). This was increased by £0.186m during 2025/26 to provide a total of £1.673m in 2025/26. 4.7 As part of the 2025/26 budget setting 50% of the initial indicative 2025/26 funding was allocated to costs specifically relating to waste service improvement and a 2025/26 base budget adjustment for the other 50% (£0.743m) was processed to ensure there was a committed budget to absorb future associated costs. During 2025/26 that committed budget was allocated to a range of emerging cost increases relating to waste service improvements including vehicle hire, skip hire, bin replacements, relevant staff costs, and fleet maintenance, and more generally to fund a range of recycling initiatives. 4.8 The Council have been notified their 2026/27 allocation is £2.398m an increase of £0.911m on the original allocation of £1.487m (which is what is currently built into the budget). The Chief Officer Roads and Neighbourhoods and Chief Officer Resources have conducted a review of emerging costs within the provision of recycling services and identified £0.405m of new 2026/27 pressures which break down as follows: • £0.240m increase in cost of the Council’s recycling contract • £0.060m increase in cost of civic waste site management costs to prioritise recycling • £0.045m increase in the cost of fuel to undertake waste collections (total pressure apportioned between recycling costs and residual waste - £0.045m related to the recycling costs) • £0.030m increase in cost of the Council’s co-mingled recycling contract • £0.016m increase in 2025/26 recurring hire costs due to inflation • £0.014m increase in 2025/26 recurring staff costs due to pay awards 4.9 In addition, the service requires £0.250m of one-off expenditure in 2026/27 to part fund the purchase of food waste vehicles which is expenditure consistent with the intention of EPR to reduce environmental impact. This £0.250m has been added as a recurring cost pressure as it is likely there will be additional costs in future years relating to recycling. Finally, £0.250m will be used for the Page 117
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existing costs summarised in Exhibit 2 which are specifically focused on waste service improvements. Exhibit 2: Existing costs relating to waste service improvement activity £,000 Maintenance charge for recycling vehicles and equipment 95 Recycling materials and bins 80 Depot costs for recycling vehicles 50 Printing / advertising costs 25 Total 250 Base Budget Adjustments 4.10 There are no changes to the Council’s base budget since the 29 October report to Council. Cost Pressures 4.11 Generally, services work on the basis of having to contain any cost pressures within current resources, however, there are cost pressures which are unavoidable and need to be factored into future budget processes. In addition to the new cost pressures relating to waste delivery (refer to paragraph 4.8) there are three new cost pressures in excess of £0.100m. 4.12 Cost Pressure 1 – Review of Commercial Rental Income A full review of the Council’s property portfolio has been carried out due to a number of strategic asset disposals being implemented to reduce long-term liabilities and align with best value principles. While these disposals were necessary, they have resulted in the permanent loss of rental streams that previously supported the Council’s revenue position. Compounding this, the Scottish commercial property market remains highly competitive and volatile. To secure occupancy and prevent prolonged vacancies, the Council has had to agree revised rental levels and, in some cases, offer rent-free periods as essential incentives. These measures are a direct response to market conditions and the need to maintain tenant engagement in an environment where councils across Scotland are struggling to retain and attract tenants. Achievable rents are currently under sustained downward pressure, and the scope to recover lost income in the short term is extremely limited and not considered a temporary fluctuation but a structural shift in the rental landscape. The cumulative impact of these factors impacts on the overall rental income the Council can generate with current projections requiring budgeted income to reduce by £0.250m. 4.13 Cost Pressure 2 – Unfunded Pension Costs A £3.455m budget is set aside for the payment of unfunded pension costs to the Strathclyde Pension Fund. This primarily relates to costs associated with pension increases and compensation payments to pensioners who are in Page 118
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receipt of compensatory added years through redundancy/efficiency taken in previous years. A £0.200m cost pressure for 2025/26 was added in October 2024 to provide for a £0.100m increase in 2024/25 and an anticipated £0.100m in 2025/26. However, the 2025/26 reprofiled payment has highlighted an increase from 2024/25 of £0.200m resulting in a 2025/26 overspend of £0.100m. If compensatory added years continues to increase at this level an additional £0.100m is required in the budget going forward. This will continue to be reviewed to monitor future budget pressures in line with approved redundancies / severance which are increasing the compensatory added years payments required for the unfunded pension scheme. 4.14 Cost Pressure 3 – Adjustment to Benefit from Reduction in Strathclyde Pension Fund Contribution. Following the last triennial valuation of the Strathclyde Pension Fund there was an announcement that employers’ contributions would be reduced from 19.3% to 6.5% for two financial years (2024/25 and 2025/26). Initial estimates of the overall saving for the Council were £21.328m which Council agreed to smooth over 4 years at £5.332m a year. This estimate was based on all employees and did not take into consideration those employees who had opted out the pension fund as it was not possible to extract this information from the system. Furthermore, the HSCP share of the saving was a proxy based on the proportion of the staff cost budget rather than actual member data. Therefore, there was always going to be a difference between the estimated overall benefit and the actual benefit. Until the actual contribution was confirmed we couldn’t calculate the difference between the estimate and the actual. This has now been done based on 2024/25 actuals and is summarised in Exhibit 3. Exhibit 3 – Summary of Pension Contribution Benefit 2024/25 (£,000) 2025/26 (£,000) 2026/27 (£,000) 2027/28 (£,000) Brought Forward 0 4,361 9,058 3,726 Saving 9,693 10,030 0 0 Utilised in Year (5,332) (5,332) (5,332) (3,726) Carried Forward 4,361 9,058 3,726 0 4.15 Exhibit 3 shows that the amount that can be applied to the budget gap in 2027/28 (year 4 of the agreed smoothing period) has reduced by £1.606m from £5.332m to £3.726m. 4.16 Other Cost Pressures under £100k In addition to the larger cost pressures detailed above there are four which are under £100k in value. • £55k due to a reduction in cremation income which is considered to be irrecoverable at the current time • £20k to reflect the national review of Chief Executive pay Page 119
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• £15k for the temporary provision of system support in connection with the replacement of the Council's Finance Ledger System, reducing to £7k in 2027/28 then no longer required • £9k to right size the COSLA membership fees budget and reflect the increases agreed for a three-year period 2026/27 – 2028/29 Sales, Fees and Charges 4.17 The Council’s financial planning assumes a 5% annual increase in sales, fees and charges (SFC). This assumption is built into the 2026/27 and future budget gaps. When agreeing the budget on 4 March 2026 the Council may wish to consider an option to increase fees and charges by a different percentage and may also consider fees for specific areas as part of saving options where a different approach to the annual 5% may be considered. Revised Mid-Range Estimated Budget Gap 4.18 Exhibit 4 sets out the revised cumulative estimated budget gap in the mid- range in 2026/27 – 2030/31. It illustrates that, prior to any measures to balance the budget, the Council is faced with a budget gap of £9.074m in 2026/27 rising cumulatively to £54.570m in 2030/31. Exhibit 4 – Revised Mid-Range Estimated Budget Gaps (Cumulative) Para 2026/27 (£000) 2027/28 (£000) 2028/29 (£000) 2029/30 (£000) 2030/31 (£000) Budget Gap 29 October 2025 3.1 8,882 18,824 34,870 44,966 54,376 EPR Funding 4.8 (911) (911) (911) (911) (911) EPR Recurring Cost Pressures 4.8 405 405 405 405 405 EPR One Off Capital Funded from Revenue in 26/27 and future recurring pressures 4.9 250 250 250 250 250 Commercial rental income 4.12 250 250 250 250 250 Unfunded pension costs 4.13 100 100 100 100 100 Pension contribution benefit 4.15 0 1,606 0 0 0 Other cost pressures under £0.100m 4.16 99 95 92 96 100 Revised Estimated Budget Gap 9,074 20,619 35,056 45,156 54,570 Measures to Balance the Budget 4.19 Between May and December 2025 officers have been developing a range of Page 120
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saving options to help address the budget gap. They are categorised as either: • Political options – options which require elected member approval • Management adjustments – options which can be implemented as part of normal business, have no frontline service impact and the only staff impact can be managed through existing vacancies 4.20 A first tranche of saving options has been finalised. The political options are presented to Council for approval and the management adjustments are presented for noting. The savings options identified to date propose a potential reduction to the Council’s establishment of 1.5 FTE assuming they are all accepted by Council. They are summarised in Exhibit 5. Exhibit 5 – December 2025 Saving Options (Cumulative) 2026/27 2027/28 2028/29 (and future years) Category No Saving (£,000) FTE Saving (£,000) FTE Saving (£,000) FTE Political 5 199 0.5 322 0.5 315 0.5 Mgt Adjustments 6 1,371 1.0 1,371 1.0 1,371 1.0 Total 11 1,570 1.5 1,693 1.5 1,686 1.5 4.21 A more detailed breakdown of these saving options is provided in appendix 1 and 2 with appendices 3 and 4 providing the detail of each saving option including the risk/impact associated with them. 4.22 The Chief Executive is authorised to progress voluntary severance and early retirement offers, where appropriate, to support the 2026/27 budget savings exercise. Where appropriate targeted discussions will commence in service areas following the Council decision. 4.23 Exhibit 6 sets out the revised 2026/27-2030/31 cumulative budget gap after taking account of the proposed measures to balance the budget. This reduces the estimated 2026/27 budget gap to £7.504m however this would be on the basis all attached measures to balance the budget are approved and that the key assumptions made when estimating the 2026/27 budget gap are accurate. Exhibit 6 Updated Mid-Range Estimated Budget Gaps (Cumulative) after Measures to Balance the Budget Para 2026/27 (£000) 2027/28 (£000) 2028/29 (£000) 2029/30 (£000) 2030/31 (£000) Revised Estimated Budget Gap before Measures to Balance Budget 4.18 9,074 20,619 35,056 45,156 54,570 Political Saving 4.20 (199) (322) (322) (322) (322) Page 121
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Options Management Adjustments 4.20 (1,371) (1,371) (1,371) (1,371) (1,371) Revised Estimated Budget Gap After Measures to Balance Budget 7,504 18,926 33,363 43,463 52,877 4.24 It is clear from Exhibit 6 that further work is required to develop options to bridge the remaining estimated budget gap and officers will bring forward a second tranche of saving options as part of the budget report to be considered by Council when setting the 2026/27 budget. Other Issues 4.25 Health and Social Care Partnership The Council, at the budget meeting on 5 March 2025, agreed an HSCP requisition of £93.442m. There is a working assumption that the future allocation to the HSCP is on the basis of ‘flat cash’ plus the appropriate share of the Health & Social Care funding commitments made by the Scottish Government. However, this is only an assumption and the HSCP requisition will be a matter for Council to consider as part of the budget process. 4.26 Council Tax The estimated budget gap makes no assumption over future Council Tax increases as setting Council Tax is subject to a political decision when agreeing the budget in March 2026. However, by means of illustration a 10% Council Tax increase would generate an additional £4.540m and increase the weekly bill for a Band D taxpayer by £3.00 (assuming they are liable for the full Council Tax charge). 4.27 Council Tax Reform The Scottish Government are progressing a programme of Council Tax reform as the current system, is widely considered outdated. Reform proposals being considered include updating property valuations to reflect current market values; introducing new Council Tax bands; implementing mitigation measures such as transitional relief, deferral schemes, and expanding the Council Tax Reduction (CTR) scheme. The public consultation, launched on 27 October 2025, will run for 14 weeks until 30 January 2026. It includes an online questionnaire, town hall events across Scotland, and targeted key stakeholder and expert consultation. Responses will be analysed and presented to COSLA Leaders for approval of any substantive changes proposed by the Scottish Government however scrutiny will not be complete before the pre-election period commences. 5. PEOPLE IMPLICATIONS Page 122
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5.1 The potential staffing implications are shown within the savings options appended to this report and will be subject to consultation processes where appropriate and managed in accordance with the Council’s Switch Policy (Organisational Change). 6. FINANCIAL AND PROCUREMENT IMPLICATIONS 6.1 The report sets out the estimated revenue budget gaps in 2026/27-2030/31. The financial implications arising from the ongoing budget process are detailed in the report and appendices. There are no direct procurement implications arising from this report. 7. RISK ANALYSIS 7.1 None directly from this report but any proposals to address the estimated budget gap will need to consider risk. 8. EQUALITIES IMPACT ASSESSMENT (EIA) 8.1 All individual savings options have been screened and where relevant, impact assessed. Individual EIAs are appended to the report at Appendix 5. 9. CONSULTATION 9.1 The views of all Chief Officers have been requested on this report and feedback incorporated herein. 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 strategic priorities of the Council’s Strategic Plan. 10.2 The General Services revenue budget contributes to all categories by providing funding in specific areas to help the Council achieve and develop these priorities. Laurence Slavin Chief Officer - Resources Date: 17 December 2025 Person to Contact: Laurence Slavin, Chief Officer - Resources E-mail: laurence.slavin@west-dunbarton.gov.uk Appendices: Appendix 1 – Summary of Political Saving Options Appendix 2 – Summary of Management Adjustments Appendix 3 – Detailed Political Saving Options Page 123
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Appendix 4 – Detailed Management Adjustments Appendix 5 – Equality Impact Assessments for All Saving Options Background Papers: Budget Report to Council - 5 March 2025 Financial Update Report to Council – 18 June 2025 Financial Update Report to Council – 29 October 2025 Page 124
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Appendix 1 – Summary of Political Saving Options 2026/27 2027/28 2028/29 Ref: CO Saving Option Saving (£,000) FTE Saving (£,000) FTE Saving (£,000) FTE 2627 EDU01 GH ASN School Transport 53 0 53 0 53 0 2627 HE01 PB Cessation of Rotation of Temporary Accommodation 10 0 10 0 10 0 2627 PT05 VR ICT SOM Compliance 31 0.5 31 0.5 31 0.5 2627 RN02 GM CCTV upgrade at Depots 80 0 192 0 192 0 2627 RN03 GM Gully Motor Purchase 25 0 36 0 29 0 TOTAL 199 0.5 322 0.5 315 0.5 Page 125
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Appendix 2 – Summary of Management Adjustments 2026/27 2027/28 2028/29 Ref: CO Saving Option Saving (£,000) FTE Saving (£,000) FTE Saving (£,000) FTE 2627 EDU02 GH School Fridges 6 0 6 0 6 0 2627 PT04 VR CAS Team Leader 49 1 49 1 49 1 2627 RES06 LS Council Tax Debt & His Majesty’s Revenue and Customs Pilot 100 0 100 0 100 0 2627 RES07 LS Review of NDR budgets across the asset portfolio 930 0 930 0 930 0 2627 RES09 LS Review Portable Appliance Testing Costs 36 0 36 0 36 0 2627 RES11 LS Council Tax Income 250 0 250 0 250 0 TOTAL 1,371 1 1,371 1 1,371 1 Page 126
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Appendix 3 – Detailed Political Saving Options 2026/27 SAVING OPTION Chief Officer: Gillian Hamilton Saving Ref: 2627 EDU01 Saving Title ASN School Transport Summary of Savings Proposal Children with additional support needs are transported to the Lomond Base in Balloch Campus and the Rainbow Base in Faifley Campus using private taxi contracts. The cost of using taxi services has increased significantly in recent years. It is proposed the Council purchases three minibuses and recruits four drivers to transport children who are able to share larger vehicles to these locations. This has been successful for other schools, with the purchase of five minibuses and recruitment of six drivers for use by children attending Renton Leven Base and Riverside School. This would generate a revenue saving of £53k net of driver salary, loan charges and ongoing maintenance costs. Where the needs of individual children prevents them from sharing a larger vehicle, local taxi provision would still be utilised through the existing ASN transport budget. Is there a Capital Requirement? Yes - capital investment of £128k required to purchase the minibuses with loan charges of £3,300 per annum for 7 years. Risk Associated with Proposed Savings Service Risk: Bringing the service in-house could increase the risk to service provision, as resilience would not be catered for by the marketplace. Strategic Risk: N/A People Risk: There are no direct FTE or people risks with this proposal. Reputational Risk: Any change could be disruptive for children and families. This will be mitigated by ensuring clear and timely communication with those and the retention of budget for private transport for those children whose needs require it. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 53 0 53 0 53 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1359 Page 127
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2026/27 SAVING OPTION Chief Officer Peter Barry Saving Ref: 2627 HE01 Saving Title Cease Rotation of Temporary Accommodation Summary of Savings Proposal The Council currently provides basic furnishings to approximately 250 temporary accommodation units, with a budget of £1,000 per home. The service rotates temporary accommodation, with the aim of ensuring that by 2027/28, no home is used for that purpose for a period greater than three years. As part of this, plans were made to relocate 10 temporary accommodation homes in 2026/27. Under this option, the rotation work would cease, reducing planned expenditure by an estimated £10k in 2026/27 and future years if planned activity in future years is also ceased. Operational reasons may require some units to be retired during the course of 2026/27; however, this would be treated as a cost pressure within the wider homelessness budget. Is there a capital requirement? No Impact and Risk Associated with Proposed Savings Service Risk: A similar saving option was accepted in 2025/26, with 17 planned retirals ceased, this will potentially result in 27 properties being used as temporary accommodation. People Risk: There are no people risks identified with this option. Strategic Risk Register: The proposed saving option does not impact on any of the Council’s identified strategic risks. Reputational Risk: The proposal may be viewed negatively by neighbouring tenants and residents through the continued use of a nearby home as temporary accommodation. This will be mitigated by management of temporary accommodation with concerns resolved timeously. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 10 0 10 0 10 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1307 Page 128
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2026/27 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: 2627 PT05 Saving Title ICT Standard Operating Model Compliance Summary of Savings Proposal A review of People & Technology was undertaken to ensure compliance with the Council’s Standard Operating Model. This identified an opportunity to remove 0.5 FTE G8 1st Line Supervisor, with the line management of the existing G6 role currently managed by this postholder to be realigned under ICT G10 Applications/Device Section Lead. Is there a Capital Requirement? No Risk Associated with Proposed Savings Service Risk: The proposed removal of a 0.5 FTE Grade 8 Device Management role presents no risk to service delivery as there is no reduction in the overall capacity of the Device Support Team. This change will positively impact the service by eliminating role overlap and clarifying the remit of device management. It will streamline the allocation and monitoring of device support across council service areas and partners, enhancing the support service. Strategic Risk Register: No impact risk on any existing strategic risk. People Risk: There will be a reduction in resource of 0.5 x G8 FTE (17.5 hours). Reputational Risk: N/A. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 31 0.5 31 0.5 31 0.5 FTE impact delivered through existing vacancies: NIL Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1313 Page 129
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2026/27 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: 2627 RN02 Saving Title CCTV upgrade at Depots Summary of Savings Proposal The Council have a security system in place to prevent theft or damage on site. This security costs £270k annually, split between General Services (£195k) and Housing Revenue Account (£85k). There are additional security costs incurred at wider authority buildings Under this proposal, the security would be upgraded and improved CCTV infrastructure would be installed at depots. Is there a Capital Requirement? Yes The saving requires an upgrade of CCTV infrastructure, with indicative costs of £50k across two depots. This will be funded through the year one saving and does not require a capital budget to be made available. Risk Associated with Proposed Savings Service Risk: The depots will have real-time CCTV surveillance, monitored through sensors located at key positions. Operationally, teams will need to ensure alarm is set and gates are locked. Strategic Risk Register: N/A People Risk: N/A Reputational Risk: The CCTV system has been designed to avoid theft/damage. Insurance have been consulted. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 80 0 192 0 192 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1360 Page 130
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2026/27 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: 2627 RN03 Saving Title Gully Motor Purchase Summary of Savings Proposal The Council hires a gully motor vehicle to undertake routine gully cleaning routes and ad hoc cleaning of hotspots as the Council’s vehicle is beyond its lifespan and cannot be repaired. The annual cost of hiring a vehicle is £44k. Under this proposal, the Council would invest in a new gully motor at an anticipated cost of £275k. Due to lead in time to procure the motor, if agreement is given in December 2025, the vehicle will likely be available for us from Summer 2026. Is there a Capital Requirement? Yes Market testing suggests a purchase cost of £275k, with a borrowing costs of £8k over 10 years. This would net against the total revenue saving of £44k per annum Risk Associated with Proposed Savings Service Risk: N/A Strategic Risk Register: N/A People Risk: N/A Reputational Risk: N/A Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 25 0 36 0 36 0 FTE impact delivered through existing vacancies: N/A Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1356 Page 131
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Appendix 4 – Detailed Management Adjustments 2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Gillian Hamilton Saving Ref: 2627 EDU02 Saving Title School Milk Fridges Summary of Savings Proposal Fridges used in primary schools to keep pupils’ milk chilled are currently rented at a cost of £6,480 per year. In some schools, the existing refrigeration in the school kitchen would have sufficient space to hold the milk, and so it is proposed that all rentals cease with additional equipment purchased if required. Is there a Capital Requirement? No. The capital investment of approximately £6k required for any purchased fridges can be met from each establishment’s existing capital items budget. Risk Associated with Proposed Savings Service Risk: None Strategic Risk: None People Risk: None Reputational Risk: None Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 6 0 6 0 6 0 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: EIA No: 1358 Page 132
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2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Victoria Rogers Saving Ref: 2627 PT04 Saving Title Delete CAS Team Leader post Summary of Savings Proposal The Corporate Administration Support (CAS) team provides essential administrative services across all council service areas, excluding schools and the Health and Social Care Partnership. The CAS model centralised administrative functions to drive efficiency and consistency. As part of planned workforce changes, one Team Leader retired in August 2025. It is proposed this post is not replaced and is formally deleted in 2026/27. This approach delivers partial in-year savings in 2025/26 with full-year savings realised from 2026/27. Is there a Capital Requirement? No Risk Associated with Proposed Savings Service Risk: The deletion of one Team Leader post will not result in a direct reduction in the range of tasks delivered by CAS. A modest impact on timeliness and oversight may arise due to an increased span of control across the remaining Team Leaders. To mitigate this, internal workflows will be reviewed, and digital tools such as Automation and streamlined reporting will be further leveraged. This retains operational front line capacity and minimises disruption to core support services. Strategic Risk Register: No potential impact on areas of strategic risks. People Risk: This proposal reflects an age retirement in August 2025. Therefore no requirement for redeployment or redundancy. Reputational Risk: While the Team Leader role contributes to quality control, service liaison and staff support, the functions will not cease and there is confidence that with appropriate adjustment and monitoring, the service can continue to meet expectations. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 49 1 49 1 49 1 FTE Impact delivered via vacancies: 1 Equality Impact Assessment Completed: Yes EIA No: 1300 Page 133
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2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Laurence Slavin Saving Ref: 2627 RES06 Saving Title Council Tax Debt & HMRC Pilot Summary of Savings Proposal The Council is one of twelve local authorities in Scotland participating in the Council Tax Data Sharing Pilot with His Majesty’s Revenue and Customs (HMRC), supported by the Scottish Government. The pilot allows local authorities to share information on unpaid Council Tax accounts, with HMRC then providing access to taxpayer employment records — a data set previously unavailable to councils. The access will enable the Council to initiate earnings arrestment recovery actions more efficiently, particularly for current taxpayers with unpaid arrears and individuals who have moved out of the area but remain liable for historical debt. National modelling by the Scottish Government anticipates £20 million in additional recoveries across Scotland if this pilot is implemented nationally. Based on West Dunbartonshire’s population and Council Tax arrears profile, an assumption of £100,000 per annum in additional Council Tax income could be achieved. Is there a Capital Requirement? No Impact and Risk Associated with Proposed Savings Service Risk: The pilot will be delivered using existing resources and established procedures and is not expected to reduce or remove any existing service functions. However, as this exercise adds to workload, there is a modest risk other reactive tasks may be slightly delayed during periods of peak demand. People Risk: There is no direct FTE reduction associated with this saving. Strategic Risk Register: N/A Reputational Risk: Minimal - use of employment data to recover tax from individuals with a confirmed ability to pay is consistent with fair and ethical debt recovery. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 100 0 100 0 100 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1366 Page 134
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2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Laurence Slavin Saving Ref: 2627 RES07 Saving Title Review of National Domestic Rate Budgets Summary of Savings Proposal A comprehensive review of Non-Domestic Rates (NDR) budgets across the Council’s entire asset portfolio has been undertaken. This involved analysis of rateable values for all operational and non-operational properties, verification of budget allocations against current liability, and assessment of opportunities to appeal or revalue properties where current rates may not accurately reflect use, occupation status, or condition. Significant progress has been made in identifying properties where savings can be achieved through reclassification, appeals, and rationalisation of the asset base with initial findings confirming savings of approximately £100k. The review has been expanded to include additional properties and more complex appeals, with early indications suggesting that total recurring savings could reach approximately £930k. This is a substantial and ongoing piece of work that requires collaboration across Asset Management, Finance, and services, alongside liaison with external valuation and rating specialists. Is there a Capital Requirement? No Impact and Risk Associated with Proposed Savings Service Risk: N/A People Risk: N/A Strategic Risk Register: The work aligns closely with the Council’s strategic objective to optimise use of assets and manage financial pressures. Reputational Risk: Minimal - unsuccessful appeals or delays in delivering projected savings could create scrutiny during financial reporting. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 930 0 930 0 930 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1362 Page 135
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2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Laurence Slavin Saving Ref: 2627 RES09 Saving Title Portable Appliance Testing Summary of Savings Proposal Currently, each Council service is responsible for arranging its own Portable Appliance Testing (PAT), typically delivered through a range of external contractors. A recent review by the Asset Management team assessed the total cost of PAT across all Council services, comparing the cumulative external spend with the projected cost of delivering the service in-house. The analysis indicates that a centralised, in-house PAT service could offer a more cost-effective and efficient solution. Consolidation of testing using a single delivery model means the Council can achieve better value for money, improve compliance tracking, and reduce administrative overheads. Estimated Financial Impact • Total External PAT Cost: £86.5k per annum (Based on average cost of £2.50 per test across circa 10,000 appliances) • Projected In-House PAT Cost: £49.5k per annum (Includes salaries for 1 Grade 7 FTE and equipment/training costs) • Estimated Annual Saving: £36k per annum Is there a Capital Requirement? No Impact and Risk Associated with Proposed Savings Service Risk: Transitioning PAT delivery in-house introduces potential risks to service continuity and compliance. If internal capacity is insufficient or staff availability is disrupted (e.g. due to sickness or turnover), there may be delays in testing schedules. This could lead to non-compliance with health and safety regulations, particularly in high-risk environments such as schools or care facilities. Mitigation would require robust scheduling, contingency planning, and clear service level agreements. People Risk: Delivering PAT in-house places additional responsibilities on Asset Management staff. There is a risk of overloading existing roles or requiring new staff with specialist training. Strategic Risk Register: Links to the strategic risks: o Health, Safety, and Statutory Compliance: PAT testing is a fundamental control in ensuring electrical safety across the Council’s estate. Any failure in delivery could result in non-compliance with statutory obligations, potential safety incidents, and financial or legal exposure. o Workforce Capacity and Resilience: The success of the in-house model relies Page 136
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on sufficient trained staff and effective resource management. Sustained capacity pressures or skills gaps could impact service resilience over time. Reputational Risk: Any failure to deliver PAT effectively, resulting in missed tests, safety incidents, or regulatory breaches, could damage the Council’s reputation. This is particularly sensitive in public-facing services where safety is paramount. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 36 0 36 0 36 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1363 Page 137
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2026/27 MANAGEMENT ADJUSTMENT Chief Officer: Laurence Slavin Saving Ref: 2627 RES11 Saving Title Council Tax Income Summary of Savings Proposal The Revenues and Benefits service proposes a comprehensive re-evaluation of the Council’s budgeted Council Tax income figure. This will be achieved through a targeted review of all income-affecting variables, including: • Discounts • Exemptions • Council tax reductions (CTR) claims and change of circumstances • Assumptions on new properties being added to council tax register The Council Tax team will complete reviews on all applicable discounts and exemptions to ensure continued entitlement. Where entitlement no longer applies, backdated bills will be issued to recover underpaid Council Tax. The Housing Benefit and Council Tax Reduction section will carry out an assessment on CTR claims, ensuring accuracy using various sources which include data from Department for Work and Pensions (DWP), Pension Service and His Majesty’s Revenues and Customs. The section will work alongside DWP to ensure residents in receipt of Universal Credit have a financial assessment carried out to maximise CTR and with the Pension Service to ensure pensioners are claiming both pension credit and CTR given recent reports which indicate thousands of pensioners across the country are not fully receiving what they are entitled to. The Council Tax section will engage with the Dunbartonshire and Argyll and Bute Joint Valuation Board to monitor and project new housing developments that are expected to be added to the council tax roll in the near future to assist with assumptions on chargeable properties Is there a Capital Requirement? No Impact and Risk Associated with Proposed Savings Service Risk: The proposal will be delivered using existing resources and through business-as-usual activities. However, a more proactive and investigative workload may lead to modest delays in other reactive areas, such as change of circumstance processing or general correspondence. These will be monitored and prioritised accordingly. People Risk: There is no proposed reduction in FTE. However, this proposal increases expectations on existing staff to carry out detailed reviews and engage in additional financial assessment work. Risks to delivery will be mitigated through Page 138
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performance monitoring and adjustment of non-statutory workload where necessary. Strategic Risk Register: There would be no impact on strategic risks. Reputational Risk: While this approach is focused on increasing the Council’s income through legitimate reassessment, it may generate complaints or appeals from residents whose discount, exemption, or CTR award is amended or removed. These risks will be managed through clear communications, appropriate engagement with affected taxpayers, and adherence to statutory appeal procedures. Saving (Cumulative) 2026/27 2027/28 2028/29 £000 FTE £000 FTE £000 FTE 250 0 250 0 250 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: No EIA No: 1361 Page 139
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Appendix 5 – Equality Impact Assessments Assessment No 1359 Owner Andrew Brown Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Gillian Hamilton Chief Education Officer Members Gillian Hamilton - Chief Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Andrew Brown - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist Alison Bowers - Senior Education Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Savings Option EDU01 - ASN School Transport The aim, objective, purpose and intended outcome of policy Currently, children with Additional Support Needs are transported to the Lomond Base in Balloch Campus and the Rainbow Base in Faifley Campus using private taxi contracts. The cost of using taxi services has increased significantly in recent years. In order to minimise this cost, it is proposed the Council invests in three mini buses and recruits four drivers to transport children who are able to share vehicles to these locations. This approach has been successful for other schools in the area, with the purchase of five buses and recruitment of six drivers last year for use by children attending Renton Leven Base and Riverside School. This would generate a revenue saving of £53k after costs of driver salary, loan charges related to vehicle purchase and ongoing maintenance costs. Where the needs of individual children prevent them from sharing a vehicle, local taxi provision would still be utilised through the ASN transport budget of £468k. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Head Teachers and service users, Internal Transport, Fleet Management, Drivers Services, Finance Officers, Procurement Officers and Education central staff. Does the proposals involve the procurement of any goods or services? Yes Page 140
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If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Children with Additional Support Needs who are transported to and from school by the local authority will be affected by this change, however we will still be meeting our obligation to transport them to and from school as this proposal only materially changes the mode of transport being provided. This change will also have a direct impact on the income of local taxi providers, as there will be a reduction in the business opportunities presented to them by the Council. There will be employment opportunities presented by this option for drivers and vehicle escorts to be employed by the Council. Who will be/has been involved in the consultation process? Consultation with Head Teachers, children and families following the introduction of minibuses during the previous session. Discussion with local taxi providers and Internal Transport. Lessons have been learned through this process and incorporated into future roll out of minibuses. Work is presently ongoing with Internal Transport to revise the Service Level Agreement for the provision of this service, ensuring all aspects are clearly documented and communicated with stakeholders. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Council focus on tackling child poverty. Young parents are also a focus. Cross cuts with the consideration below. Neutral - change in the mode of ASN transport provision would not impact upon age. Page 141
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Disability The Council has a duty to make its services accessible to disabled people, including pupils. This is an anticipatory duty. We must seek to mitigate any negative impacts. Families with one disabled member are more likely to live in relative poverty. Neutral - change in provision would continue to meet accessibility requirements of service users. Gender Reassign N/A Marriage & Civil Partnership N/A Pregnancy & Maternity N/A Race BME families are a focus a group for reducing child poverty. Most BME groups more likely to be in relative poverty and higher child poverty than White ethnic groups. Neutral - change in the mode of ASN transport provision would not impact upon race. Religion and Belief Every young person is entitled to the provision of denominational or non-denominational education Provision of transport would ensure children can access education. Neutral - change in the mode of ASN transport provision would not impact upon religion and belief. Sex Single parent families are a focus a group for reducing child poverty. Women are more likely to be income deprived. Nationally approximately 90% of single parents are women. Neutral - change in provision would need to meet requirements of service users. Sexual Orientation N/A Human Rights UNCRC especially in terms of the domain of 'provision'. Children have a right to access education. ASN Transport provision ensures access to that right. Neutral - change in the mode of ASN transport provision would not impact upon this human right. Health Transporting children to and from school can have an impact on their health, and Provision of transport can alleviate concerns for families getting their child to school, however Positive - reducing the number of vehicles transporting Page 142
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the health and wellbeing of their families. removes the benefits associated with more active modes of travel. children to school would have a positive impact on the environment, depending on vehicle type used. Social & Economic Impact Council focus on reducing child poverty. Fairer Scotland Duty Scottish Consumer Duty Fairer Scotland Duty: There will be a reduction in the number of business opportunities for local taxi providers, however the Council will still be spending approximately £468k in this market in ASN transportation. We have screened for relevance to the Scottish Consumer Duty. We have concluded that we have had due regard to needs of the duty in the approach, including in the impact assessment, and that there are no additional elements we need to assess. Neutral - change in provision would have reduce business opportunities for local taxi providers but provide employment opportunities for drivers and vehicle escorts. The change in provision would have no wider impact on social and economic factors. Cross Cutting Important to look at cross cutting impacts. Membership of more than one disadvantaged group will multiply affects. Impacts should be considered in the round. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Overall, impact is regarded as neutral. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact by consulting with Head Teachers, Internal Transport, Taxi Providers, and the children and families involved. Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1359: The EIA notes neutral impacts for protected groups of service users. There will be negative impacts on business opportunities for local taxi providers, but positive impacts on council employment. Fewer vehicles used in total will reduce Page 143
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omissions, which is likely to be positive in terms of health. Assessment No 1307 Owner Claire McKay Resource Regeneration, Environment and Growth Service HE Budget FirstName Surname Job Title Head Officer John Kerr Housing Development and Homelessness Manager Members Joanne Sutherland - Homeless and Housing Options Co-ordinator Shari Law - Team Leader (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title HE01 Cessation Temporary Accommodation Rotation Budget Saving The aim, objective, purpose and intended outcome of policy Under this option the plan to rotate and retire 10 temporary accommodation units returning them back into mainstream use. Some of which have been used between 4 and 10 years in 2026/27 would then be postponed until 2026/27. To carry out the rotation would cost £1,000 per property therefore but delaying these would save £10,000. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Page 144
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Who will be affected by this policy? N/a Who will be/has been involved in the consultation process? Housing and Homelessness team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/a Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1307: The proposal has been screened. An impact assessment is not required as there is no impact on service level, service users or staff. Assessment No 1335 Owner James Gallacher Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer James Gallacher ICT Manager Members James Gallacher, ICT Manager Victoria Rogers, Chief Officer, People & Technology Ric Rea, Performance & Strategy Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title PT05 SOM Savings Options - ICT Restructure The aim, objective, purpose and intended outcome of policy As part of a wider service review of People & Technology, specifically to ensure compliance with SOM and deliver savings towards the Council budget gap, the proposal is to remove 0.5 FTE G8 1st Line Supervisor. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. P&T Management, Chief Officer People and Technology Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No Page 145
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SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? ICT employees Who will be/has been involved in the consultation process? Consultation with P&T Chief Officer, Strategic HR, ICT Management team and Trade Unions Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The council must meet public sector equality duty. People from older age groups that is over 50, are less likely to gain employment than younger if they are out of employment. Potential to have negative on older groups because of workforce demographics however the council is providing early retirement or switch policy to support employees. Disability The Council has a duty to ensure that services are accessible to disabled people and that reasonable adjustments are made for disabled staff when required. It is important that reasonable adjustments are not only made but also Disabled people are more likely to experience financial hardship, as are households with any disabled member. Potential to have negative impact for disabled workers. however, the council is providing early retirement or switch policy to support employees. Page 146
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made in good time. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Important to gauge any differential impact in terms of sex The change will affect one member staff directly. Given that only one member of staff will be affected, there would be a differential impact in terms of sex. Sexual Orientation Human Rights Health Health and wellbeing are a priority for the Council as noted in our Strategic Plan 22-27. Worries surrounding job security may be heightened for employees. This has the potential to negatively impact employees. Any potential reduction in staffing requirements will be managed through SWITCH redeployment programme. Additional support through SWITCHCH is available to any employees impacted by the savings options to ensure their health and wellbeing. Social & Economic Impact The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty. Employees affected by this policy may be impacted financially. Any potential reduction in staffing requirements could be managed through SWITCH redeployment programme. Additional support Page 147
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will be available to any employees impacted by the savings options to ensure their health and wellbeing. Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. There will be a differential impact in terms of sex, affecting a female member of staff. The SWITCH process is in place to support and assist this member of staff. It is not anticipated that there will be any negative consequences for service delivery, including in regard to equality or the other areas we assess. To ensure compliance with SOM and reduce the ICT service with a 0.5 FTE (Grade 8) resource. This is a positive more for the service in terms of device support as it adds clarify to device management roles and responsibilities. Will the impact of the policy be monitored and reported on an ongoing basis? ICT will continue to monitor and review support requirements, capacity and workloads. ICT will continue to report via service management and also WDC strategic plan KPI - Volume of ICT Incidents closed in half day or less. Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1335: Given that only one member of staff will be affected, there would be a differential impact in terms of sex, in this case for a woman. The SWITCH process is in place to support and assist this member of staff. It is anticipated that there would be minimal impact on consequences for service delivery, including in regard to equality or the other areas we assess. Assessment No 1360 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Grounds and Waste Manager, Procurement Team, Legal Team (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RN 02: Dec 2025 CCTV at Depots Page 148
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The aim, objective, purpose and intended outcome of policy The purpose of the saving option is to transition to the use of CCTV at the depots. The proposal is to upgrade CCTV at the depots to include real time monitoring and should any entry points be tripped with unauthorised access this would be reported to Police to attend. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Greenspace service, legal, procurement Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? CCTV team and external contractor Who will be/has been involved in the consultation process? Greenspace service, procurement team, legal team Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing basis? CCTV management will be monitored Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 149
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Screening 1360: The proposal to accelerate has been screened and is not relevant to any of the impact areas, therefore no impact assessment is required. Eventual procurement will be impact assessed having regard to the Fair Scotland Duty in line with the Councils usual approach as this is a major procurement. Assessment No 1356 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Fleet Coordinator, Roads & Transport Manager, Road Network Coordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RN 03: Dec 2025 Purchase gully motor The aim, objective, purpose and intended outcome of policy The purpose of the saving option is to purchase a gully motor to undertake gully cleaning. The gully motor is now out of service due to age and maintenance requirements. The service has hired a vehicle to undertake the statutory activity. The purchase of the vehicle will mitigate the hire costs for the service. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Fleet Service, roads service, procurement Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Page 150
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Who will be affected by this policy? Service users within the council - roads operatives Who will be/has been involved in the consultation process? Fleet Service, roads service, procurement team Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Will the impact of the policy be monitored and reported on an ongoing basis? Gully motor use will be monitored to maximise use Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1356: The proposal to accelerate has been screened and is not relevant to Page 151
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any of the impact areas, therefore no impact assessment is required. Eventual procurement of vehicles will be impact assessed having regard to the Fair Scotland Duty in line with the Councils usual approach as this is a major procurement. Assessment No 1358 Owner Andrew Brown Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Gillian Hamilton Chief Education Officer Members Gillian Hamilton - Chief Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Andrew Brown - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist Alison Bowers - Senior Education Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Savings Option EDU02 - Rental of School Milk Fridges The aim, objective, purpose and intended outcome of policy Fridges used in primary schools to keep pupils’ milk chilled are currently rented at a cost of £6,480 per year. In some schools, the existing refrigeration in the school kitchen would have sufficient space to hold the milk, and so it is proposed that all rentals cease with additional equipment purchased if required. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Head Teachers of Primary Schools and Central Education staff. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Page 152
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Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? N/A Who will be/has been involved in the consultation process? N/A Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? N/A Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 153
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Screening 1358: There is no impact on individuals or groups by this proposed change. Purchasing fridges removes ongoing rental costs. Assessment No 1300 Owner Arun Menon Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Richard Butler, Section Head CAS (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title PT 04 Delete 1 FTE CAS Team Leader post The aim, objective, purpose and intended outcome of policy This option will see CAS establishment reduced by 1 FTE in the Team Leader category. Each TL will assume responsibility for a larger cohort of staff (from 10 FTE to approximately 11.5 FTE), which may extend response times in some cases. The deletion of one Team Leader post is not expected to result in a direct reduction in the range of tasks delivered by CAS. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Services that receive support from CAS but any impact will be minimised. Page 154
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Who will be/has been involved in the consultation process? PMRG have been made aware of the impact should the savings be approved Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Need to assess any differential impacts The sex split is 2 Male and 6 Female Team Leaders at present and will be 2 Male and 5 Female if a post is deleted. The slight shift in gender balance is due purely to a female post holder retiring. Most of the CAS Teams are female. No significant differential. impacts in terms of sex. Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? Page 155
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No Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1300: No differential impacts were noted in terms of protected groups. There will be an impact on timeliness and oversight may arise due to an increased span of control across the remaining Team Leaders. Each TL will assume responsibility for a larger cohort of staff (from 10 FTE to approximately 11.5 FTE), which may extend response times in some cases. To mitigate this, internal workflows will be reviewed, and digital tools such as Automation and streamlined reporting will be further leveraged to support oversight and performance tracking. This approach retains operational capacity at the front line and minimises disruption to core support services. Assessment No 1366 Owner Arun Menon Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Ryan Chalmers, Section Head – Revenues and Benefits (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title 2627 RES06 Council Tax Debt & His Majesty’s Revenue and Customs Pilot The aim, objective, purpose and intended outcome of policy West Dunbartonshire Council is participating in a national pilot with HMRC, supported by the Scottish Government, allowing councils to access taxpayer employment records for individuals with unpaid Council Tax. This data sharing will improve the efficiency of recovery actions, including earnings arrestment’s, for current and former residents with outstanding arrears. The pilot is focused on those that can pay but choose not to pay and don't engage with the Council or our debt partners. Scottish Government modelling suggests up to £20 million in additional recoveries if implemented nationally. Based on local population and arrears profiles, West Dunbartonshire could conservatively realise around £100,000 per year. Actual income will depend on the volume of matches and recoveries, which will be evaluated during the pilot’s first year (2025/26). These findings will inform a full business case for Page 156
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resourcing and sustainable income assumptions from 2026/27 onwards. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The policy will affect West Dunbartonshire council tax payers with outstanding arrears who are currently or recently employed, particularly those whose earnings can be identified via HMRC data, enabling potential earnings arrestment. It may also affect former residents with historical debts. Other residents may experience minor delays in routine council tax enquiries due to temporary staff reallocation. Who will be/has been involved in the consultation process? Chief Officer Resources and Revenues and Benefits Team Management. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Younger working- age adults (especially 25–44) are more likely to be in employment and have traceable earnings. Older people (65+) are Scottish Household Survey – employment rates highest in 25–49 age group; high CTR take-up among pensioners. More effective recovery from working-age debtors who can afford to pay. Low/No negative impact on older people as they Page 157
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less likely to be in employment and more likely to receive Single Person Discount or Council Tax Reduction. are unlikely to be subject to earnings arrestment. Disability Disabled people may have fluctuating or low earned income, be in receipt of benefits exempt from attachment, or find debt recovery correspondence distressing. Approximately 28% of West Dunbartonshire adults report limiting long-term conditions (Scottish Census 2022); higher CTR and exemption uptake among disabled households. No or minimal negative impact – earnings arrestment only applies where PAYE income exists and is above protected thresholds. Existing vulnerability procedures and signposting to advice agencies remain in place. Possible minor positive via fairer burden-sharing. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Financial pressure may increase during maternity leave or pregnancy. Pregnancy and maternity is a priority group in terms of tackling child poverty. West Dunbartonshire Child Poverty Strategy No or minimal negative impact – earnings arrestment only applies where PAYE income exists and is above protected thresholds. Existing vulnerability procedures and signposting to advice agencies remain in place. Race Minority ethnic households may face language or digital barriers West Dunbartonshire has small but growing BME population (approx. 4%); English as additional language in some Potential minor negative if letters are not fully understood, but Page 158
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when responding to debt correspondence. households. standard translation and interpreter services are available on request. Overall impact low. Religion and Belief Sex Female lone parents are a priority group in terms of tackling child poverty. Domestic abuse survivors may have council tax arrears linked to coercive control. In West Dunbartonshire approximately 28% of families are lone parent families. Nationally about 92% of of lone parent families have a female lead. Scottish Census 2022 & local CTR data. Women slightly more likely to be single parents receiving CTR; men slightly more likely to be in full-time PAYE employment. West Dunbartonshire has high levels of domestic abuse. Men are more likely to be the subject of arrestments. Potential negative impact if domestic abuse has affected the persons finances. Existing vulnerability procedures and signposting to advice agencies remain in place. Sexual Orientation Human Rights Article 8 of the ECHR, (Private life etc.) is relevant here. Cross cuts with GDPR considerations. Process need to be in place to ensure that data is securely transferred, that it is accurate and determinations are fair and overseen by people. A data protection impact assessment has been carried out. The results were satisfactory. The Councils approach will follow relevant guidance to ensure fairness and Data Protection. Health There are links between debt and poor mental health. Analysis of polling from research company YouGov suggests around 665,148 of people in Scotland have seen Implementation does provide an opportunity to offer benefit Page 159
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their mental health and wellbeing affected by debt. https://www.cas.org.uk/news- and-events/over-660000- people-say-debt-has-impacted- their-mental-health. Evidence is also noted from research by 'Mind' https://www.mind.org.uk/media- a/4348/still-in-the-red.pdf. checks and support. Existing vulnerability procedures and signposting to advice agencies remain in place. Social & Economic Impact People on low earned income or zero-hour contracts may still be affected if earnings exceed the protected minimum. The West Dunbartonshire child poverty strategy identifies, larger families and families with younger children more likely to be affected by poverty. High deprivation in parts of West Dunbartonshire (SIMD 2020); earnings arrestment protected rate is relatively low. Minor negative risk for low-paid workers, mitigated by statutory protected earnings rate and existing debt advice/repayment options. Potential positive in that recovery is targeted at those with confirmed ability to pay rather than blanket measures. Cross Cutting We need to consider cross cutting impacts. Need to ensure clear communications. Workloads of the Council's W4U team and local Citizens Advice or other advice agencies may increase. Potential increased workloads for some Council workers and other agencies. Implementation does provide an opportunity to offer benefit checks and support. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The proposed pilot is both proportionate and aligned to statutory duties, ensuring the Council maintains an accurate and sustainable tax base. Page 160
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There may be negative impacts for lower income and/or more indebted groups. W4U can provide support in terms of benefits checks. The Council will follow its Communicating Effectively Guidance. Providing Accessible Services training is available to all staff. The policy change will allow us to enforcement wage arrestments however in the first instance, a letter will be issued to the taxpayer to advise of the data match and to contact us to discuss their debt and financial position. This will allow us to discuss factors impacting their ability to pay, such as debt, personal situations, health issues etc, fully reviewing their income and expenditure with a view to agreeing a suitable repayment arrangement to avoid the wage arrestment being applied. There will also be the option to provide further breathing space to taxpayers to work with us, provide financial and personal support before enforcing the action. The pilot supports fairer burden-sharing by targeting recovery at those who can afford to pay, while continuing to protect unemployed, benefit-dependent, and vulnerable residents. On balance, the financial and equity benefits outweigh the minimal risks identified. The policy will enhance fairness, accuracy and financial resilience across the system, with no discriminatory effects identified. For these reasons, the recommendation is to proceed with implementation, supported by appropriate mitigation measures and ongoing monitoring to ensure equity across all groups. Will the impact of the policy be monitored and reported on an ongoing basis? Uptake of Council Tax Debt recovery via this pilot will be monitored Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1366: The equality impact assessment has identified no significant adverse impact on any protected characteristic or socio-economically disadvantaged group. Where risks exist for example potential distress from debt letters or slight delays in routine enquiries, these are, temporary, and can be fully mitigated by existing statutory protections, vulnerability procedures, debt-advice signposting, and translation and support services. The Council Tax Debt & HMRC Data-Sharing Pilot introduces no new charges, no changes to discounts or exemptions, and no reduction in service provision. Data sharing will be carefully controlled. It enables the Council to use an existing, lawful recovery method, earnings arrestment more effectively by identifying debtors who are in current employment and confirming that this recovery route can be used. Page 161
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Assessment No 1362 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Michelle Lynn Asset Manager (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES07: Review Non-Domestic Rates budget to realign to reflect in year appeals The aim, objective, purpose and intended outcome of policy April 2023 marked the date of the next Non-Domestic Rates (NDR) revaluation, and the first to reflect the reforms introduced by the independent Barclay Review of Non-Domestic Rates. These reforms were to ensure that property values more closely align with prevailing property market conditions in Scotland. Where a property occupied by a public body is subject to a successful proposal or appeal, the financial benefit from the reduction in rateable value will result in a downward re-determination of revenue allocations at a subsequent fiscal event. WDC have begun the process of appeals with our local assessors to ensure that values are accurate. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDC Staff Members/Chief Officers Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? All Council services, Elected Members and partner organisations including the Scottish Page 162
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Government. Who will be/has been involved in the consultation process? Michelle Lynn, Assets Manager- conducted this high level efficiency option ; Laurence Slavin, Chief Officer - Resources - interrogated this high level efficiency option; Performance and Monitoring Review Group, West Dunbartonshire Council - where informed of this high level efficiency option Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing basis? Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1362: Concludes that the proposal is not relevant to any of the areas we Page 163
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assess and therefore does not require an impact assessment. Assessment No 1363 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Michelle Lynn Asset Manager (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES09: Portable Appliance Testing The aim, objective, purpose and intended outcome of policy Currently, each Council service is responsible for arranging its own Portable Appliance Testing (PAT), typically delivered through a range of external contractors. A recent review by the Asset Management team assessed the total cost of PAT across all Council services, comparing the cumulative external spend with the projected cost of delivering the service in-house. The analysis indicates that a centralised, in-house PAT service could offer a more cost-effective and efficient solution. Consolidation of testing using a single delivery model means the Council can achieve better value for money, improve compliance tracking, and reduce administrative overheads. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDC Staff Members/Chief Officers Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Page 164
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Who will be affected by this policy? All Council services, Elected Members and partner organisations including the Scottish Government. Who will be/has been involved in the consultation process? Michelle Lynn, Assets Manager- conducted this high level efficiency option ; Laurence Slavin, Chief Officer - Resources - interrogated this high level efficiency option; Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing basis? Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 165
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Screening 1363: Concludes that the proposal is not relevant to any of the areas we assess and therefore does not require an impact assessment. Assessment No 1361 Owner Arun Menon Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Ryan Chalmers, Section Head – Revenues and Benefits (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title 2627 RES11 Council Tax Income The aim, objective, purpose and intended outcome of policy The Revenues and Benefits service will undertake a full review of the Council’s budgeted Council Tax income. This includes validating all discounts, exemptions and Council Tax Reduction (CTR) awards, ensuring entitlements remain accurate and issuing backdated bills where required. The service will use verified data from national agencies to improve the accuracy of CTR assessments and support residents, particularly Universal Credit claimants and pensioners, to maximise their entitlement. In parallel, the Council Tax team will work with the Dunbartonshire and Argyll and Bute Joint Valuation Board to monitor forthcoming housing developments and refine projections of new chargeable properties. This combined approach aims to ensure the Council Tax base is robust, accurate and fully reflects income due. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Page 166
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Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The proposal will primarily affect households whose Council Tax discounts, exemptions or Council Tax Reduction (CTR) awards are subject to review. This may include low- income residents, Universal Credit claimants, and pensioners whose entitlement requires reassessment. Some taxpayers may experience changes to their bill where eligibility has altered or been removed. Internal staff within Revenues and Benefits will also be impacted through an increased requirement for detailed case reviews and cross-agency verification. Who will be/has been involved in the consultation process? Chief Officer Resources and Revenues and Benefits Team Management. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Older residents may require clearer communication and additional support to understand changes to discounts, exemptions or CTR awards, particularly if they are not digitally confident. Younger working-age residents, especially those on low incomes or receiving Universal Credit, may need support to ensure timely reporting of changes in circumstances and access to accurate financial assessments. Both younger and older adults may need assistance navigating appeals processes if Reports from the Department for Work and Pensions and the Pension Service highlighting that many pensioners are under- claiming pension credit and Council tax reduction (CTR). Local CTR and Council Tax caseload data showing high levels of working-age UC claimants who frequently experience changes in circumstances. The proposal does not create age-related eligibility criteria; rather, it applies consistently across all age groups. Children have the highest If eligibility is altered or removed impacts on more financially vulnerable age groups are likely to be greater. Page 167
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their award is amended. poverty rates. Pensioners and working-age adults have the lowest rates. (https://www.jrf.org.uk/uk- poverty-2025-the- essential-guide-to- understanding-poverty-in- the-uk) Disability The Council has a anticipatory legal duty to make its services accessibility to disabled people. Some disabled residents may require accessible communication formats (e.g., large print, plain English, alternative formats, or telephone support) to understand changes to their Council Tax or CTR entitlement. Individuals with cognitive, mental health, or learning disabilities may need additional support to navigate reviews, supply evidence, or understand backdated adjustments. Residents with long- term health conditions or fluctuating conditions may require flexible timescales for responding to requests for information. National research and DWP guidance highlight that disabled residents can experience challenges understanding complex benefit changes without tailored communication. The policy does not amend eligibility criteria linked to disability; reviews are applied uniformly across all households. If eligibility is altered or removed, impacts on more financially groups vulnerable groups including disabled people are likely to be greater. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race BME groups are a priority area for tackling child poverty. People from some BME groups such as Bangladeshi, Pakistani If eligibility is altered or removed, Page 168
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and African are more likely to be in relative poverty compared to White ethnic groups. impacts on more financially vulnerable ethnic groups including are likely to be greater. Religion and Belief Sex Women are disproportionately represented among lower-income households and single- parent families, meaning they may need additional support understanding Council Tax reduction reassessments or dealing with potential backdated charges. Single parents are priority group in terms of reducing child poverty. National data indicating women form the majority of single-parent households. The policy is applied equally to all households regardless of sex, and entitlement criteria are not sex-based. If eligibility is altered or removed, impacts on more financially vulnerable groups including women are likely to be greater. Sexual Orientation Human Rights Health Social & Economic Impact Residents on low incomes may need clear, timely and easy- to-understand communication about any changes to discounts, exemptions or CTR awards, as financial pressures can limit their ability to absorb unexpected charges. Local Council Tax Reduction caseload data shows a significant proportion of recipients are in low-income households, including those on Universal Credit. The policy does not introduce socio-economic eligibility criteria and applies the same review process to all households. If eligibility is altered or removed impacts on more financially vulnerable groups including are likely to be greater. Cross Cutting We need to consider cross cutting impacts. Need to ensure clear Workloads of the Council's W4U team and local Citizens Advice or other advice agencies Potential increased workloads for some Council Page 169
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communications. may increase. workers and other agencies. Implementation does provide an opportunity to offer benefit checks and support. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The proposed Council Tax income review is both proportionate and aligned to statutory duties, ensuring the Council maintains an accurate and sustainable tax base. There may be negative impacts for lower income and/or more indebted groups. W4U can provide support in terms of benefits checks. The Council will follow it's Communicating Effectively Guidance. Providing Accessible Services training is available to all staff. The policy will enhance fairness, accuracy and financial resilience across the system, with no discriminatory effects identified. For these reasons, the recommendation is to proceed with implementation, supported by appropriate mitigation measures and ongoing monitoring to ensure equity across all groups. Will the impact of the policy be monitored and reported on an ongoing basis? Uptake of Council Tax reduction will be monitored Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1361: The review process may create some communications challenges for particular groups—especially low-income households, older residents, disabled people and those facing language or digital barriers—these impacts can be effectively mitigated through accessible communication, targeted support and adherence to established appeal processes. More financially vulnerable groups such as women, BME groups, Disabled people, single parents and large families might be negatively affected financially if eligibility is reduced or removed. The implementation of the review will include helping residents maximise their entitlement to Council Tax Reduction and related benefits. Page 170
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Chief Officer – Housing West Dunbartonshire Council - 17 December 2025 Subject: Open Space Grass Cutting 1 Purpose The purpose of this report is to provide the information requested in the motion agreed at Council on 27 August 2025 in relation to the appropriate budgets for funding additional grass cutting and provide assurance the Council has appropriate asset management records to identify ownership of all material assets. 2 Recommendations 2.1 It is recommended that Council: i) Agrees the funding for the additional grass cutting undertaken in 2026/27 will be £150k allocated to General Services and £150k allocated to the Housing Revenue Account. ii) Agrees the costs incurred in 2025/26 to undertake works through overtime and retention of seasonal operatives should be charged to Housing Revenue Account for work undertaken on Housing land and charged to General Services for work undertaken on general services land. 3 Background 3.1 The Council’s Greenspace Service carry out grounds maintenance and street cleaning of all Council owned land. This service is funded by a combination of the general services budget and individual departmental budgets including the housing revenue account. 3.2 As part of the 2025/26 budget setting process Council agreed to reduce the housing revenue account grass cutting budget by £150k and approved a saving option that reduced grass cutting on general services land by £150k. This reduced the number of seasonal operatives by 20, of which 10 would have been allocated to open space maintenance within general services land and 10 would have been allocated to housing revenue account land. ITEM 11 Page 171
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3.3 West Dunbartonshire Tenant’s Satisfaction Survey 2024 confirmed there was lower support for housing revenue account funding to be spent on areas of garden and open space maintenance. This tenant feedback informed the decision to recommend a revised 2025/26 budget for Council approval with reduced grass cutting provision by £150k. 3.4 In line with the Chartered Institute of Public Finance and Accountancy’s Code of Practice on Local Authority Accounting, all Scottish councils are required to maintain a detailed and accurate asset register. This categorises assets into specific groups, including: o operational land and buildings (parks, schools, housing) o non-operational land and buildings (surplus land, investment properties) o infrastructure assets (roads, bridges, and footpaths) o community assets (open spaces and recreational grounds) o heritage assets (listed buildings and monuments). 3.5 Each asset record must include key information including ownership status, location, asset type, current value, and its depreciation method. For housing related land, it is essential to identify whether the asset is part of the housing revenue account or the general services account. This ensures maintenance and funding responsibilities are correctly allocated. At the end of each financial year, councils must carry out a valuation of their assets in accordance with reporting standards and guidance. This includes: o revaluing land and buildings, typically every five years or sooner if there are significant changes o reviewing assets for any reduction in value due to damage or obsolescence o calculating depreciation based on the expected useful life of each asset o verifying the physical existence and condition of assets. These valuations are reflected on the balance sheet of the Council’s annual financial statements. 4 Main Issues 4.1 On 13 August 2025 the IRED Committee approved the following motion: “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 cost of £65,000 from the HRA reserves to fund additional grass cutting capacity over the rest of the year at a cost of £65,000. Contribute £75,000 towards the costs of the retention of ten seasonal workers to cut back the areas of long grass to the 2024/25 levels. Recuring costs for financial year 2026/27 to: Increased recurring cost to fund grass cutting services at a cost of Page 172
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£150,000 to the Housing Revenue Fund for 2026/2027. The Housing and Communities Committee agree the above proposals relating to the Housing Revenue Account (subject to consultation with the West Dunbartonshire Tenants and Residents Organisation in respect of the 2026/27 costs) and approval of the General Spending commitment at Council. The stepped approach means next year that we will restore our grass cutting service capacity to its 2024/25 levels in a planned and achievable way.” 4.2 On 20 August 2025 the Housing and Communities Committee agreed the reversal of the implemented reduction of £150k in open space grass cutting in Council housing estates, which was presented in the 2025/26 Housing Revenue Account budget, agreed by Council in March 2025. 4.3 On 27 August 2025 Council agreed the following motion: “Council notes the decisions regarding greenspace services taken at recent IRED and Housing Committees and ratifies all matters requiring Council consent. A report should be brought at the earliest opportunity, but no later than the 2026/27 budget meeting, to allow elected members to make an informed decision on which budgets should be responsible for funding what work. Officers should also use this time to consult with WDTRO. Until Council has considered that report, Council agrees to fund all costs from the general services account as a temporary measure.” 4.4 Historical 2008 tender documentation confirmed Greenspace previously carried out grass cutting operations on 1.7million square metres of open spaces that are allocated to the housing revenue account. However, it is recognised these areas will have changed over time and although a significant number of open space plots within the housing estate continued to be maintained, there required to be a review of priority areas to be undertaken to ensure the current housing areas being maintained by Greenspace align to the priorities. 4.5 For housing related assets, the Council’s asset register covers all land and property linked to the housing revenue account, including communal open spaces, landscaped areas, and housing infrastructure. Each asset entry includes essential details such as ownership status, geographic location, asset type, current and historical valuation, and its designated service use. 4.6 The asset register is updated regularly through a rolling valuation programme to ensure accuracy and compliance with national accounting standards supported by joint working between Housing, Asset Management, and Greenspace teams. Appendix 1 of this report provides an asset list of the priority locations that are linked to the housing revenue account. 4.7 Officers from Greenspace, Housing, and Asset Management have worked together to identify a list of priority areas for grass cutting during 2026/27. This approach included ensuring the priority areas highlighted for housing revenue account grass cutting were areas managed by the housing revenue account as detailed in the asset register. This provides Council with the assurance that Housing Revenue Account funding is allocated exclusively to Page 173
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land managed by the housing revenue account. The priority list was established by comparing all West Dunbartonshire Council postcode addresses with housing revenue account addresses to determine the concentration of housing tenants in each area, supported by local officer knowledge. 4.8 To further enhance the accuracy and usability of asset records, the Asset Management team will begin mapping all open space areas to create a visual reference that complements the asset register. This exercise will: o reinforce clarity around ownership and maintenance responsibilities o support accurate budget allocation and service delivery o improve transparency for elected members and residents o enable more precise year end valuations and financial reporting. 4.9 Based on the committee decisions to reverse the grass cutting saving options, Greenspace will recruit 20 additional seasonal employees with 10 allocated to grass cutting managed by the housing revenue account and 10 allocated to general services grass cutting. In addition, open space maintenance has been undertaken utilising overtime and retention of the seasonal operatives over the winter period. This allows the service to prepare all sites to be maintained in 2026/27 in advance of the seasonal maintenance. 4.10 Housing Officers will provide an annual priority list of areas to maintain within housing revenue account land that fulfil the capacity of 10 seasonal operatives. The priority sites reflect the levels of housing tenant density. 4.11 The West Dunbartonshire Tenants and Residents Organisation have confirmed they are not in agreement with the £150k of housing revenue account budget being reinvested into grass cutting provision. 4.12 A question has been included in the housing rent setting consultation issued to all West Dunbartonshire tenants to seek their views on reinstating the £150k into housing revenue account funded grass cutting. The Housing Rent Consultation Strategy commenced on 30 October 2025 and will close on 23 January 2026, with analysis of returns expected by the end of January 2025. This will inform the rent increase recommended to Council in March 2026. 5 People Implications 5.1 The decision to reinstate grass cutting on Council owned land to 2024/25 levels will result in an additional 20 seasonal employees being recruited for the 2026/27 financial year. Page 174
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6 Financial & Procurement Implications 6.1 The reinstatement of the open space maintenance requires the recruitment of 20 seasonal operatives and the reinstatement of the £300k budget for 2026/27. 6.2 Activity undertaken through overtime or retention of seasonals is currently funded by general services. 6.3 In 2024/25 the housing revenue account funded £150k of the budget under consideration (10 seasonal operatives) and the general services funded £150k (10 seasonal operatives). 7 Risk Analysis 7.1 The Council has a duty to deliver services that demonstrate best value in line with Council policy and procedures. 8 Equalities Impact Assessment 8.1 An equalities impact assessment is not required as this is the reinstatement of an existing activity. 9 Consultation 9.1 Engagement has been undertaken with internal services and the West Dunbartonshire Tenants and Residents Organisation. 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 Chief Officer: Gail Macfarlane / Peter Barry Service Area: Roads and Neighbourhood / Housing Date: 4 December 2025 _____________________________________________________________ Page 175
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Person to Contact: Ian Bain Greenspace and Waste Manager ian.bain@west-dunbarton.gov.uk Nicola Pettigrew Housing Operations Manager Nicola.pettigrew@west-dunbarton.gov.uk Appendices: Appendix 1 – Asset List of Priority Sites within HRA Ownership Background Papers: None Wards Affected: All Page 176
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STREET NAME ESTATE Gen Area POSTCODE WARD NO. Argyle Street Levenvale Vale of Leven G83 0SD 1 Burns Street Levenvale Vale of Leven G83 0SG 1 Engels Street Levenvale Vale of Leven G83 0RY 1 Gaitskell Avenue Levenvale Vale of Leven G83 0QL 1 Hardie Street Levenvale Vale of Leven G83 0RU 1 Lansbury Street Levenvale Vale of Leven G83 0SB 1 Lomond Crescent Levenvale Vale of Leven G83 0RL 1 Muir Crescent Levenvale Vale of Leven G83 0RP 1 Muir Street Levenvale Vale of Leven G83 0RN 1 Wilkie Place Levenvale Vale of Leven G83 0SG 1 Bannachra Crescent Tullichewan Vale of Leven G83 0LA 1 Broomley Crescent Tullichewan Vale of Leven G83 0HN 1 Cameron Drive Tullichewan Vale of Leven G83 0JU 1 Craig Avenue Tullichewan Vale of Leven G83 0JF 1 Cullen Street Tullichewan Vale of Leven G83 0JD 1 Kirkpatrick Crescent Tullichewan Vale of Leven G83 0JS 1 Luss Road Tullichewan Vale of Leven G83 0HQ 1 Mccoll Avenue Tullichewan Vale of Leven G83 0JX 1 Mcculloch Lane Tullichewan Vale of Leven G83 0HW 1 Mcgregor Walk Tullichewan Vale of Leven G83 0JE 1 Mcpherson Lane Tullichewan Vale of Leven G83 0JP 1 Russell Drive Tullichewan Vale of Leven G83 0JJ 1 Swanson Road Tullichewan Vale of Leven G83 0JW 1 Taylor Street Tullichewan Vale of Leven G83 0JY 1 Tudhope Crescent Tullichewan Vale of Leven G83 0JL 1 Tullichewan Drive Tullichewan Vale of Leven G83 0JN 1 Beaton Road Dalvait Vale of Leven G83 8QQ 1 Carson Road Dalvait Vale of Leven G83 8QG 1 Mcintyre Terrace Dalvait Vale of Leven G83 8PU 1 Brooke Avenue Haldane Vale of Leven G83 8HF 1 Buchanan Avenue Haldane Vale of Leven G83 8DX 1 Carmona Drive Haldane Vale of Leven G83 8AJ 1 Cranloch Court Haldane Vale of Leven G83 8DR 1 Dumbain Crescent Haldane Vale of Leven G83 8DR 1 Dumbain Road Haldane Vale of Leven G83 8DA 1 Glen Avenue Haldane Vale of Leven G83 8AH 1 Manse Drive Haldane Vale of Leven G83 8HG 1 Manse Garden Haldane Vale of Leven G83 8BU 1 Martin Avenue Haldane Vale of Leven G83 8AG 1 Miller Road Haldane Vale of Leven G83 8HD 1 Shandon Brae Haldane Vale of Leven G83 8ES 1 Simpson Quadrant Haldane Vale of Leven G83 8AD 1 Talbot Road Haldane Vale of Leven G83 8AB 1 Woodburn Avenue Haldane Vale of Leven G83 8AT 1 Davidson Road Jamestown Vale of Leven G83 8AY 1 Milton Estate Jamestown Vale of Leven G83 9EZ 1 Cambusmoon Terrace Gartocharn Vale of Leven G83 8RU 1 Cambusmoon Terrace Gartocharn Vale of Leven G83 8RU 1 Glenside Road Bellsmyre Dumbarton G82 3DE 2 Howatshaws Road Bellsmyre Dumbarton G82 3DD 2 Brackenhurst Street Bellsmyre Dumbarton G82 3DG 2 Long Craigs View Bellsmyre Dumbarton G82 3DL 2 Murroch Avenue Bellsmyre Dumbarton G82 3DP 2 Woodland Drive Bellsmyre Dumbarton G82 3HU 2 Penniecroft Avenue Bellsmyre Dumbarton G82 3JJ 2 Stonyflatt Road Bellsmyre Dumbarton G82 3HH 2 Whiteford Creascent Bellsmyre Dumbarton G82 3JW 2 Whiteford Road Bellsmyre Dumbarton G82 3JS 2 Aitkenbar Drive Bellsmyre Dumbarton G82 3EZ 2 Colquhoun Drive Rosshead Vale of Leven G83 0QW 2 Halkett Crescent Rosshead Vale of Leven G83 0QX 2 Alexander Street Riverside Vale of Leven G83 0PG 2 Angus Street Riverside Vale of Leven G83 0SY 2 Page 1 of 6 APPENDIX 1 Page 177
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Tenement & Flatted WDC Housing STREET NAME ESTATE Gen Area POSTCODE WARD NO. Bonhill View Riverside Vale of Leven G83 0SZ 2 Gray Street Riverside Vale of Leven G83 0PR 2 James Street Riverside Vale of Leven G83 0PN 2 Mcallister Road Riverside Vale of Leven G83 0DZ 2 Munro Street Riverside Vale of Leven G83 0PU 2 North Street Riverside Vale of Leven G83 0EA 2 Steven Street Riverside Vale of Leven G83 0PT 2 Susannah Street Riverside Vale of Leven G83 0PW 2 Thomas Street Riverside Vale of Leven G83 0ST 2 Hill Street Riverside Vale of Leven G83 0DU 2 Allan Crescent Burnbrae Vale of Leven G83 0BJ 2 Hillside Avenue Burnbrae Vale of Leven G83 0BB 2 Main Street Burnbrae Vale of Leven G83 0BH 2 Millburn Road Burnbrae Vale of Leven G83 0BA 2 Queens Drive Burnbrae Vale of Leven G83 0AU 2 Turnbull Avenue Burnbrae Vale of Leven G83 0BQ 2 Turnbull Crescent Burnbrae Vale of Leven G83 0BD 2 Wylie Avenue Burnbrae Vale of Leven G83 0AX 2 Burn Street Old Bonhill Vale of Leven G83 9AN 2 Burn Street Lane Old Bonhill Vale of Leven G83 9AP 2 Cables Drive Old Bonhill Vale of Leven G83 9EN 2 Croft Street Old Bonhill Vale of Leven G83 9JJ 2 Elmbank Drive Old Bonhill Vale of Leven G83 9EJ 2 George Street Old Bonhill Vale of Leven G83 9JQ 2 George Street Lane Old Bonhill Vale of Leven G83 9JG 2 Golfhill Drive Old Bonhill Vale of Leven G83 9ER 2 Hall Street Old Bonhill Vale of Leven G83 9AL 2 Main Street Old Bonhill Vale of Leven G83 9HS 2 Napierston Road Old Bonhill Vale of Leven G83 9EW 2 Northfield Road Old Bonhill Vale of Leven G83 9EU 2 Raglan Street Lane Old Bonhill Vale of Leven G83 9JD 2 Sandbank Crescent Old Bonhill Vale of Leven G83 9BN 2 Third Avenue Old Bonhill Vale of Leven G83 9BJ 2 Union Street Old Bonhill Vale of Leven G83 9AH 2 Union Street Lane Old Bonhill Vale of Leven G83 9AJ 2 Woodside Crescent Old Bonhill Vale of Leven G83 9EX 2 Braehead South Bonhill Vale of Leven G83 9NA 2 Ladyton South Bonhill Vale of Leven G83 9DY 2 O'hare South Bonhill Vale of Leven G83 9DS 2 Pappert North Bonhill Vale of Leven G83 9LJ 2 Back Street Renton Vale of Leven G82 4NF 2 Hillfoot Renton Vale of Leven G82 4PP 2 Mckim Walk Renton Vale of Leven G82 4LB 2 Tontine Crescent Renton Vale of Leven G82 4LN 2 Tontine Park Renton Vale of Leven G82 4LJ 2 Ardoch Crescent Brucehill Dumbarton G82 4EN 3 Bontine Avenue Brucehill Dumbarton G82 4EQ 3 Brucehill Road Brucehill Dumbarton G82 4EP 3 Caledonia Terrace Brucehill Dumbarton G82 4EA 3 Cardross Road Brucehill Dumbarton G82 4JG 3 Firthview Terrace Brucehill Dumbarton G82 4DR 3 Glencairn Road Brucehill Dumbarton G82 4DN 3 Graham Road Brucehill Dumbarton G82 4EH 3 Hill Street Square Brucehill Dumbarton G82 4EG 3 Keil Crescent Brucehill Dumbarton G82 4DX 3 Napier Crescent Brucehill Dumbarton G82 4EB 3 Castlehill Road Castlehill Dumbarton G82 5BL 3 Cumbrae Crescent North Castlehill Dumbarton G82 5AY 3 Cumbrae Crescent South Castlehill Dumbarton G82 5AP 3 Kyle Terrace Castlehill Dumbarton G82 5DU 3 Old Academy Way Town Centre Dumbarton G82 1BT 3 Hatters View Town Centre Dumbarton G82 1BT 3 Burnside Terrace / Place Eastfield Dumbarton G82 1DL 3 Page 2 of 6 Page 178
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Tenement & Flatted WDC Housing STREET NAME ESTATE Gen Area POSTCODE WARD NO. Burnside Street Eastfield Dumbarton G82 1DS 3 Castlegreen Street Eastfield Dumbarton G82 1DZ 3 Eastfield Crescent Eastfield Dumbarton G82 1DT 3 Buchanan Street Eastfield Dumbarton G82 1JA 3 Argyll Avenue Crosslet Dumbarton G82 3NS 3 Sutherland Drive Crosslet Dumbarton G82 3NT 3 Whiteford Place Bellsmyre Dumbarton G82 3JT 3 Overburn Avenue Overburn Dumbarton G82 2BE 3 Overburn Crescent Overburn Dumbarton G82 2BD 3 Overburn Terrace Overburn Dumbarton G82 2BB 3 Alclutha Avenue Silverton Dumbarton G82 2NY 3 Boghead Avenue Silverton Dumbarton G82 2LU 3 Crosslet Court Silverton Dumbarton G82 2LA 3 Crosslet Road Silverton Dumbarton G82 2LH 3 Douglas Road Silverton Dumbarton G82 2NE 3 Dumbuck Road Silverton Dumbarton G82 3NA 3 Dunbritton Road Silverton Dumbarton G82 2NU 3 Greenhead Road Silverton Dumbarton G82 2PL 3 Lennox Road S Silverton Dumbarton G82 2ND 3 Millburn Crescent Silverton Dumbarton G82 2LZ 3 Millburn Road Silverton Dumbarton G82 2LY 3 Smollett Road Silverton Dumbarton G82 2LJ 3 White Avenue Silverton Dumbarton G82 2JL 3 Bonhill Road Town Centre Dumbarton G82 2DH 3 Clydeshore Road Town Centre Dumbarton G82 4AE 3 College Street Town Centre Dumbarton G82 1NH 3 Risk Street Town Centre Dumbarton G82 1SE 3 Victoria Street Town Centre Dumbarton G82 1HT 3 Wallace Street Town Centre Dumbarton G82 1HJ 3 West Bridgend Town Centre Dumbarton G82 4AB 3 Ashton View Westcliff Dumbarton G82 5DR 3 First Avenue Highmains Dumbarton G82 2PU 3 Highmains Avenue Highmains Dumbarton G82 2QB 3 Second Avenue Highmains Dumbarton G82 2PZ 3 Third Avenue Highmains Dumbarton G82 2QE 3 Park Crescent Townend Dumbarton G82 2BH 3 Strathclyde Road Townend Dumbarton G82 2AZ 3 Dennystone Forge Town Centre Dumbarton G82 4BW 3 Townend Road Townend Dumbarton G82 2AG 3 Clyde Court (w) High Flats Dumbarton G82 4BT 3 Leven Court (w) High Flats Dumbarton G82 4BX 3 Lomond Court (w) High Flats Dumbarton G82 4BU 3 Colquhoun Road Milton Dumbarton G82 2TH 3 Crannog Court Milton Dumbarton G82 2TE 3 Hillview Milton Dumbarton G82 2TW 3 Lennox Road Milton Dumbarton G82 2TL 3 Millerslea Milton Dumbarton G82 2TG 3 Park View Milton Dumbarton G82 2TT 3 Whyte Corner Milton Dumbarton G82 2TR 3 Dumbarton Road Milton Dumbarton G60 5AH 3 Scott Avenue Milton Dumbarton G60 5BA 3 Auchentoshan Avenue Duntocher Clydebank G81 6JG 4 Beeches Avenue Duntocher Clydebank G81 6HX 4 Beeches Road Duntocher Clydebank G81 6HG 4 Beeches Terrace Duntocher Clydebank G81 6HQ 4 Carleith Avenue Duntocher Clydebank G81 6JA 4 Carleith Terrace Duntocher Clydebank G81 6HZ 4 Craigielea Road Duntocher Clydebank G81 6HS 4 Dalgleish Avenue Duntocher Clydebank G81 6DU 4 Davies Square Duntocher Clydebank G81 6DW 4 Dumbarton Road Duntocher Clydebank G81 6HE 4 Dunn Street Duntocher Clydebank G81 6JE 4 Farm Road Duntocher Clydebank G81 6HH 4 Page 3 of 6 Page 179
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Tenement & Flatted WDC Housing STREET NAME ESTATE Gen Area POSTCODE WARD NO. Hillend Crescent Duntocher Clydebank G81 6HL 4 Hogan Court Duntocher Clydebank G81 6BL 4 Morrison Street Duntocher Clydebank G81 6JQ 4 New Street Duntocher Clydebank G81 6DF 4 Old Street Duntocher Clydebank G81 6DE 4 Redmoss Road Duntocher Clydebank G81 6HU 4 Stark Avenue Duntocher Clydebank G81 6EF 4 Abbeylands Road Faifley Clydebank G81 5JP 4 Collins Street Faifley Clydebank G81 5LG 4 Craigs Avenue Faifley Clydebank G81 5LQ 4 Faifley Road Faifley Clydebank G81 5AS 4 Faifley Road Faifley Clydebank G81 5AR 4 Lennox Drive Faifley Clydebank G81 5JU 4 Spinners Lane Faifley Clydebank G81 5JJ 4 Auchinleck Terrace Duntocher Clydebank G81 6QY 4 Colbreggan Gardens Duntocher Clydebank G81 5PB 4 Fisher Crescent Duntocher Clydebank G81 6AE 4 Gavins Road Duntocher Clydebank G81 6AA 4 Gilmour Avenue Duntocher Clydebank G81 6AW 4 Irving Avenue Duntocher Clydebank G81 6AY 4 Irving Court Duntocher Clydebank G81 6BA 4 Irving Quadrant Duntocher Clydebank G81 6AZ 4 Milton Douglas Road Duntocher Clydebank G81 6BY 4 St. Helena Crescent Duntocher Clydebank G81 5PD 4 Stewart Drive Duntocher Clydebank G81 6AF 4 Kimberley Street Mountblow Clydebank G81 4QS 5 Melbourne Avenue Mountblow Clydebank G81 4QT 5 Mountblow House Mountblow Clydebank G81 4QF 5 Salisbury Place Mountblow Clydebank G81 4NQ 5 Cedar Avenue Mountblow Clydebank G81 4NN 5 Clyde Court Mountblow Clydebank G81 4PL 5 Laurel Avenue Mountblow Clydebank G81 4NP 5 Lilac Avenue Mountblow Clydebank G81 4NZ 5 Myrtle Road Mountblow Clydebank G81 4NY 5 Park Court Mountblow Clydebank G81 4PQ 5 West Court Mountblow Clydebank G81 4PF 5 Cornock Crescent Radnor Park Clydebank G81 3BS 5 Cornock Street Radnor Park Clydebank G81 3BP 5 Crown Avenue Radnor Park Clydebank G81 3BW 5 Graham Avenue Radnor Park Clydebank G81 3AH 5 Granville Street Radnor Park Clydebank G81 3DQ 5 Kilbowie Court Radnor Park Clydebank G81 3AJ 5 Kilbowie Road Radnor Park Clydebank G81 2AX 5 Second Avenue Radnor Park Clydebank G81 3AA 5 Second Avenue Radnor Park Clydebank G81 3HD 5 Singer Street Radnor Park Clydebank G81 3AD 5 East Thomson Street East Kilbowie Clydebank G81 2BS 5 Gilmour Street East Kilbowie Clydebank G81 2BN 5 Mckenzie Avenue East Kilbowie Clydebank G81 2AT 5 Cleddans View North Drumry Clydebank G81 2DD 5 Duncombe View North Drumry Clydebank G81 2DG 5 Ellisland Avenue North Drumry Clydebank G81 2BZ 5 Garscadden View North Drumry Clydebank G81 2DQ 5 Gleniffer View North Drumry Clydebank G81 2HB 5 Jean Armour Drive North Drumry Clydebank G81 2ER 5 Kirkoswald Drive North Drumry Clydebank G81 2HA 5 Mossgiel Drive North Drumry Clydebank G81 2BX 5 Peel View North Drumry Clydebank G81 2EZ 5 Riddell Street North Drumry Clydebank G81 2EA 5 Robert Burns Avenue North Drumry Clydebank G81 2ED 5 Tarbolton Drive North Drumry Clydebank G81 2ES 5 Columba South Drumry Clydebank G81 2PU 5 Alsatian Avenue South Drumry Clydebank G81 2NF 5 Page 4 of 6 Page 180
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Tenement & Flatted WDC Housing STREET NAME ESTATE Gen Area POSTCODE WARD NO. Arran Place South Drumry Clydebank G81 2PT 5 Bedford Avenue South Drumry Clydebank G81 2PL 5 Clarence Street South Drumry Clydebank G81 2DL 5 Drumry Road South Drumry Clydebank G81 2LL 5 Hood Street South Drumry Clydebank G81 2LT 5 Melfort Avenue South Drumry Clydebank G81 2HS 5 Montrose Street South Drumry Clydebank G81 2JF 5 Onslow Road South Drumry Clydebank G81 2NE 5 Queen Mary Avenue South Drumry Clydebank G81 2LW 5 Talisman South Drumry Clydebank G81 2PX 5 Vanguard Street South Drumry Clydebank G81 2NB 5 Warilda Avenue South Drumry Clydebank G81 2PS 5 Waverley South Drumry Clydebank G81 2PY 5 York Street South Drumry Clydebank G81 2PH 5 Albert Road Boquhanran Clydebank G81 3BQ 5 Barrie Quadrant Boquhanran Clydebank G81 3EH 5 Boquhanran Place Boquhanran Clydebank G81 3BG 5 Byron Street Boquhanran Clydebank G81 3EW 5 Dickens Avenue Boquhanran Clydebank G81 3EN 5 Duntocher Road Boquhanran Clydebank G81 3LU 5 Green Street Boquhanran Clydebank G81 3AY 5 Janetta Street Boquhanran Clydebank G81 3EE 5 Osborne Street Boquhanran Clydebank G81 3BB 5 Regent Place Boquhanran Clydebank G81 3SG 5 Shakespeare Avenue Boquhanran Clydebank G81 3HB 5 Swan Street Boquhanran Clydebank G81 3EU 5 Wells Street Boquhanran Clydebank G81 3EX 5 Briar Drive North Kilbowie Clydebank G81 3HU 5 Broom Drive North Kilbowie Clydebank G81 3JB 5 Cherry Crescent North Kilbowie Clydebank G81 3JA 5 Greer Quadrant North Kilbowie Clydebank G81 2AY 5 Hawthorn Street North Kilbowie Clydebank G81 3HR 5 Holly Street North Kilbowie Clydebank G81 3JG 5 Whin Street North Kilbowie Clydebank G81 3JE 5 Young Street North Kilbowie Clydebank G81 3HP 5 Alder Road Parkhall Clydebank G81 3PU 5 Ash Road Parkhall Clydebank G81 3PT 5 Beech Drive Parkhall Clydebank G81 3QE 5 Birch Road Parkhall Clydebank G81 3NZ 5 Chestnut Drive Parkhall Clydebank G81 3PE 5 Elm Road Parkhall Clydebank G81 3PW 5 Glenhead Road Parkhall Clydebank G81 3RX 5 Maple Drive Parkhall Clydebank G81 3SE 5 Milton Mains Road Parkhall Clydebank G81 3NF 5 Oak Road Parkhall Clydebank G81 3PX 5 Parkhall Terrace Parkhall Clydebank G81 3RU 5 Planetree Road Parkhall Clydebank G81 3PQ 5 Poplar Drive Parkhall Clydebank G81 3PL 5 Rowan Drive Parkhall Clydebank G81 3LY 5 Sycamore Drive Parkhall Clydebank G81 3NB 5 Burnside Court Dalmuir Clydebank G81 4PE 6 Crescent Court Dalmuir Clydebank G81 4AG 6 Dalmuir Court Dalmuir Clydebank G81 4AA 6 Dumbarton Road Dalmuir Clydebank G81 4ET 6 Dunswin Court Dalmuir Clydebank G81 4AL 6 Ellinger Court Dalmuir Clydebank G81 4PA 6 Glendevon Place Dalmuir Clydebank G81 4SG 6 Overtoun Court Dalmuir Clydebank G81 4AH 6 Brisbane Street Mountblow Clydebank G81 4LP 6 Canberra Avenue Mountblow Clydebank G81 4LH 6 Darwin Place Mountblow Clydebank G81 4LE 6 Dumbarton Road Mountblow Clydebank G81 4LQ 6 Durban Avenue Mountblow Clydebank G81 4JH 6 Page 5 of 6 Page 181
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Tenement & Flatted WDC Housing STREET NAME ESTATE Gen Area POSTCODE WARD NO. Ottawa Crescent Mountblow Clydebank G81 4LB 6 Vancouver Place Mountblow Clydebank G81 4JW 6 Wellington Place Mountblow Clydebank G81 4JN 6 Freelands Crescent OldKilpatrick Clydebank G60 5DY 6 Freelands Road OldKilpatrick Clydebank G60 5EA 6 Old Dalnottar Road OldKilpatrick Clydebank G60 5DG 6 Stuart Avenue OldKilpatrick Clydebank G60 5HB 6 Stuart Street OldKilpatrick Clydebank G60 5HA 6 Ashtree Court OldKilpatrick Clydebank G60 5JD 6 Dumbarton Road OldKilpatrick Clydebank G60 5EE 6 Erskine View OldKilpatrick Clydebank G60 5JF 6 Portpatrick Road OldKilpatrick Clydebank G60 5JR 6 Roman Crescent OldKilpatrick Clydebank G60 5JU 6 Thistleneuk OldKilpatrick Clydebank G60 5NA 6 Kirkton OldKilpatrick Clydebank G60 5JL 6 Angus Street Whitecrook Clydebank G81 1AX 6 Barns Street Whitecrook Clydebank G81 1RE 6 Boyle Street Whitecrook Clydebank G81 1DT 6 Braes Avenue Whitecrook Clydebank G81 1DN 6 Brown Avenue Whitecrook Clydebank G81 1AL 6 Dean Street Whitecrook Clydebank G81 1RL 6 Gran Street Whitecrook Clydebank G81 1BD 6 Henderson Street Whitecrook Clydebank G81 1AY 6 King Street Whitecrook Clydebank G81 1DS 6 Lappin Street Whitecrook Clydebank G81 1AH 6 Longden Street Whitecrook Clydebank G81 1AG 6 Low Crescent Whitecrook Clydebank G81 1AF 6 Mclean Street Whitecrook Clydebank G81 1AR 6 Mccreery Street Whitecrook Clydebank G81 1AQ 6 Meldrum Street Whitecrook Clydebank G81 1AN 6 Mill Road Whitecrook Clydebank G81 1EL 6 Millburn Avenue Whitecrook Clydebank G81 1ET 6 Richmond Street Whitecrook Clydebank G81 1RF 6 West Street Whitecrook Clydebank G81 1BE 6 Whitecrook Street Whitecrook Clydebank G81 1QN 6 Wood Quadrant Whitecrook Clydebank G81 1AP 6 Millbrae Crescent Clydebank East Clydebank G81 1EH 6 North Bank Place Clydebank East Clydebank G81 1NJ 6 North Bank Street Clydebank East Clydebank G81 1NT 6 North Douglas Street Clydebank East Clydebank G81 1NR 6 Abbott Crescent Whitecrook Clydebank G81 1AA 6 Andrew Drive Whitecrook Clydebank G81 1BU 6 East Barns Street Whitecrook Clydebank G81 1DF 6 Mcdonald Crescent Whitecrook Clydebank G81 1DB 6 Sinclair Street Whitecrook Clydebank G81 1AE 6 White Street Whitecrook Clydebank G81 1AD 6 Glasgow Road Whitecrook Clydebank G81 1PG 6 St Andrews Way Whitecrook Clydebank G81 1BP 6 John Knox Street (5) Whitecrook Clydebank G81 6 Whitecrook Street (30 32 34) Whitecrook Clydebank G81 6 North Douglas Street Whitecrook Clydebank G81 6 Anchor Wynd Clydebank East Clydebank G81 1FF 6 Mill Road Clydebank East Clydebank G81 1EL 6 Glasgow Road (535 / 537) Clydebank East Clydebank G81 1SE 6 Helm Road Clydebank East Clydebank G81 6 Queens Quay Town Centre Clydebank G81 6 Titan Boulevard Town Centre Clydebank G81 6 Glasgow Road (40) Town Centre Clydebank G81 6 Page 6 of 6 Page 182
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 17 December 2025 Subject: 2024/25 Audited Financial Statements and 2024/25 Annual Audit Report 1. PURPOSE 1.1 The purpose of this report is to provide Members with the opportunity to scrutinise and approve the 2024/25 Audited Annual Accounts for the Charitable Trust Funds administered by the Council for the year ending 31 March 2025. 1.2 The report also provides Members with an update on the accompanying 2024/25 Annual Audit Report. 2. RECOMMENDATIONS 2.1 Members are requested to: a. Approve the information provided within the Audited Annual Accounts 2024/2025 – Appendix 1 to this report. b. Consider the Annual Audit Report – Appendix 2 to this report. 3. BACKGROUND 3.1 The Trust Fund draft unaudited 2024/25 Annual Accounts were passed to the Accounts Commission on the 30th June 2025. 3.2 As the external auditor of the Council, it is Forvis Mazar’s responsibility to undertake their audit work in accordance with International Standards on Auditing, the principles contained in the Code of Audit Practice issued by Audit Scotland in June 2021 and the ethical standards issued by the Auditing Practices Board. 4. MAIN ISSUES 4.1 The audit of the accounts for 2024/25 is substantially complete. Page 10 of the Accounts details the Statement of Balances and highlights a slight decrease in the balances held from £0.268m as at 31 March 2024 to £0.267m as at 31 March 2025. 4.2 The findings of the audit of West Dunbartonshire Charitable Trusts are contained within the annual audit report (Appendix 2). The Audit Opinion is detailed on page 5 of the report which advises that Forvis Mazars expect to issue an unqualified opinion on the Annual Accounts. The letter of representation (ISA 580) is appended to the report (Appendix A) which ITEM 12 Page 183
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Councillor Rooney is required to sign and submit to Forvis Mazars following the Council meeting. 5. PEOPLE IMPLICATIONS 5.1 There are no people implications in relation to this report. 6. FINANCIAL AND PROCUREMENT IMPLICATIONS 6.1 There are no financial and procurement implications in relation to this report. 7. RISK ANALYSIS 7.1 No risk analysis was required. 8. EQUALITIES IMPACT ASSESSMENT (EIA) 8.1 No equalities impact was required in relation to the production of this report. 9. CONSULTATION 9.1 The views of all Chief Officers have been requested on this report and feedback incorporated herein. 10. STRATEGIC ASSESSMENT 10.1 The report is in relation to a statutory function. As such, it does not directly affect any of the strategic priorities No equalities impact Laurence Slavin Treasurer Date: 17 December 2025 Person(s) to Contact: Carol Alderson, Finance Manager West Dunbartonshire Council Email:carol.alderson@west-dunbarton.gov.uk Appendices 1. Audited Annual Accounts 2024/25 – Charitable Trust Funds 2. Draft 2024/25 Annual Audit report A. Letter of Representation Page 184
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WEST DUNBARTONSHIRE COUNCIL CHARITABLE TRUSTS ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 APPENDIX 1 Page 185
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 Contents Page Trustees’ Annual Report Independent Auditor’s Report 3 – 5 6 – 8 Statement of Receipts and Payments 9 Statement of Balances 10 Notes to the Financial Statements 11 Page 186
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 3 | P a g e Trustees’ Annual Report Introduction The Trustees present the annual report together with the Financial Statements for the year ended 31 March 2025. Administration Information West Dunbartonshire Council (the Council) is sole Trustee for all Trust Funds with the exception of Dunbartonshire Educational Trust Scheme 1962 and McAuley Prize for Mathematics. The table below identifies the Trustees for 2024/25. Charity Contact Trust Fund Number Trustees Local Authority Address Provost Karen Murray Conaghan West Dunbartonshire West Dunbartonshire Council Councillor Daniel Lennie Church Street Councillor June McKay Dumbarton Councillor Lawrence O'Neill G82 1QL Councillor Clare Steel Councillor Diane Docherty Councillor Jim McElhill Councillor Lauren Oxley Councillor Gordon Scanlan Councillor Sophie Traynor Provost Karen Murray Conaghan West Dunbartonshire West Dunbartonshire Council Laura Mason (Chief Officer – Education) West Dunbartonshire Church Street Laurence Slavin (Chief Officer – Resources) West Dunbartonshire Dumbarton Liz Connolly (Principal) West College Scotland G82 1QL Councillor Clare Steel West Dunbartonshire West Dunbartonshire Council Councillor John Millar West Dunbartonshire Church Street Councillor Hazel Sorrell West Dunbartonshire Dumbarton Councillor James McPhilemy North Lanarkshire G82 1QL Councillor Gordon Currie North Lanarkshire Councillor Lynda Williamson East Dunbartonshire Councillor Callum McNally East Dunbartonshire Councillor Math Campbell- Sturgess Argyll and Bute Alexander Cameron Bequest SC025070 Dunbartonshire Education Trust SC025070 SC025070McAuley Prize for Mathematics UIE Award SC025070 Page 187
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 4 | P a g e Objectives and 2024/25 Activity All trusts are advertised on the Council’s website and details have been passed to West Dunbartonshire Community and Volunteering Service (WDCVS) to publicise them. The objectives and activities of each of the Trusts are detailed below: Chairty Number Trust Fund Objective 2024/25 Activity SC025070 Alexander Cameron Bequest The benefit of the people of Clydebank to assist those in need by reason of age, ill health, disability, financial hardship or other disadvantage. Two grants were awarded during 2024/25 as detailed within note 3. SC025070 UIE Award For students studying apprenticeships or training in industry. No awards. SC025070 McAuley Prize for Mathematics Provides prizes for those studying maths and computing No awards. SC025070 Dunbartonshire Educational Trust Scheme 1962 Awards educational prizes and bursaries. Nine grants were awarded during 2024/25 as detailed within note 3. Structure and Governance West Dunbartonshire Council Charitable Trusts are OSCR registered. The governance arrangements are under the control of the Council which appoints trustees as required. The current list of trustees are shown within the table on page 3. Following a review of the governance documents, it was agreed at Council on 31 August 2016 that the Alexander Cameron Bequest Trust Fund noted below would be delegated to the Alexander Cameron Committee. The trustees have overall responsibility for ensuring there are appropriate systems of control, financial and otherwise. They are also responsible for keeping proper accounting records which disclose, with reasonable accuracy, the financial position of the Trusts and enable them to ensure Financial Statements comply with Charities Accounts (Scotland) Regulations 2006. They are also responsible for safeguarding the assets of the charity and are therefore responsible for taking reasonable steps to prevent and detect fraud and other irregularities and also provide reasonable assurances that: • The trusts are operating efficiently and effectively. • Assets are safeguarded against unauthorised use and disposition. • Proper records are maintained and financial information used by the charities is reliable. • The trusts comply with relevant laws and regulations. The systems of internal controls are designed to provide reasonable, but not absolute, assurance against material misstatement or loss. The systems of internal control follow those of the Council and, as such, much of this is delegated to the Council’s Chief Officer - Resources. The Council continually seeks to improve the effectiveness of its systems of internal control so that any irregularities are either prevented or quickly detected. The systems of internal control are based on a framework of regular management information, financial regulations, financial and administrative procedures (including segregation of duties), management supervision and a system of delegation and accountability. The Financial Statements and Trustees Report are prepared by the Council’s Finance Service. The appointed external auditors are Forvis Mazars. The Council has agreed to meet the cost of this audit and not pass this on to the Trusts. This is to provide additional financial support to the Trusts, ensuring that core funds are not eroded, and objectives can continue to be achieved. The Trustees only meet as and when required during the year and will ensure that the required accounting arrangements are adhered to. Page 188
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 5 | P a g e Management of Funds and Investment Policy Decisions regarding the management of the Trusts are made by the Trustees. Trustees rely on the expertise of Council staff to manage the investments to ensure the maximum return at the least risk to the Trusts. In this way, the income stream for the future benefit of the Trusts is protected. Funds available are invested each year with interest earned. Investments are made both internally and externally, with the majority invested in the Council’s Loans Fund and externally managed by the Council. Performance (Investments) Income for West Dunbartonshire Council Charitable Trusts comes from investment returns. All Trusts (with the exception of those investments noted below) received income on their reserves based upon the average interest rate used for internal investments within the Council’s loans fund which was 4.770%. Following a Trustee decision in 2019/20, Alexander Cameron had an element of their funds in a fixed interest agreement. Trustees met and agreed in February 2022 to continue this investment for a further fixed term of 2 years (the revised interest rate was 2.04%). Although the agreement formally expired in February 2024, the investment continued on the same terms throughout the year ended 31 March 2025. The overall impact of this was £2,029.66 of interest gained during 2024/25. Dunbartonshire Educational Trust Scheme 1962 continues to receive income from external investments i.e. 3% Clydeport and 4% Clydeport Consolidated Stock. These investments are managed by the Council and achieved investment income of £5 in 2024/25 (£5 in 2023/24). Financial Review The total balance of the Trusts as at 31 March 2025 (including stocks) is £266,833. On 8 July 2016 Clydeport Operations Ltd delisted 3% and 4% stocks from the London Stock Exchange. These are stocks held by Dumbarton Educational Trust. Until further information is available it has been assumed that the balance of this stock has remained the same as the previous year (£218). The Trusts held other assets at 31 March 2025 of £165,093. Reserves are held by the Council on behalf of the Trusts and revenue income, generated from investment interest that has not been disbursed at 31 March every year, is invested in line with the investment policy outlined above. Declaration The unaudited annual accounts were issued on 30 June 2025 and the annual accounts were authorized for issue on 18 December 2025 by: Councillor Martin Rooney West Dunbartonshire Council 18 December 2025 Page 189
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 6 | P a g e Independent auditor’s report to the trustees of West Dunbartonshire Council Charitable Trusts and the Accounts Commission Report on the audit of the financial statements Opinion on the financial statements We certify that we have audited the financial statements in the statement of accounts of West Dunbartonshire Council Charitable Trusts (“the Charities”) for the year ended 31 March 2025 under Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. The financial statements comprise the Statement of Receipts and Payments Account, the Statement of Balances and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and a receipts and payments basis. In our opinion the accompanying financial statements: • properly present the receipts and payments of the Charities for the year ended 31 March 2025 and their statement of balances at that date; and • have been prepared in accordance with the requirements of the Charities and Trustee Investment (Scotland) Act 2005, and regulations 9(1), (2) and (3) of The Charities Accounts (Scotland) Regulations 2006. Basis for opinion We conducted our audit in accordance with applicable law and International Standards on Auditing (UK) (ISAs (UK)), as required by the Code of Audit Practice approved by the Accounts Commission for Scotland. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Charities in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK including the Financial Reporting Council’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of the trustees for the financial statements The trustees are responsible for the preparation of financial statements that give a true and fair view in accordance with the financial reporting framework, and for such internal control as the trustees determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities outlined above to detect material misstatements in respect of irregularities, including fraud. Procedures include: • using our understanding of the local government sector and charity sector to identify that the Local Government (Scotland) Act 1973, Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 are significant in the context of the Charities • inquiring of the Trustees as to other laws or regulations that may be expected to have a fundamental effect on the operations of the Charities • inquiring of the Trustees concerning the Charities’ policies and procedures regarding compliance with the applicable legal and regulatory framework; Page 190
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 7 | P a g e • discussions among our audit team on the susceptibility of the financial statements to material misstatement, including how fraud might occur; and • considering whether the audit team collectively has the appropriate competence and capabilities to identify or recognise non-compliance with laws and regulations. The extent to which our procedures are capable of detecting irregularities, including fraud, is affected by the inherent difficulty in detecting irregularities, the effectiveness of the Charities’ controls, and the nature, timing and extent of the audit procedures performed. Irregularities that result from fraud are inherently more difficult to detect than irregularities that result from error as fraud may involve collusion, intentional omissions, misrepresentations, or the override of internal control. The capability of the audit to detect fraud and other irregularities depends on factors such as the skilfulness of the perpetrator, the frequency and extent of manipulation, the degree of collusion involved, the relative size of individual amounts manipulated, and the seniority of those individuals involved. A further description of the auditor’s responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. Reporting on other requirements Other information The trustees are responsible for the other information in the statement of accounts. The other information comprises the Trustees’ Annual Report. Our responsibility is to read all the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon except on the Trustees’ Annual Report to the extent explicitly stated in the following opinion prescribed by the Accounts Commission. Opinions prescribed by the Accounts Commission on the Trustees’ Annual Report In our opinion, based on the work undertaken in the course of the audit, the information given in the Trustees' Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements and that report has been prepared in accordance with The Charity Accounts (Scotland) Regulations 2006. Matters on which we are required to report by exception We are required by The Charity Accounts (Scotland) Regulations 2006 to report to you if, in our opinion: • proper accounting records have not been kept; or • the financial statements are not in agreement with the accounting records; or • we have not received all the information and explanations we require for our audit. We have nothing to report in respect of these matters. Page 191
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 8 | P a g e Use of our report This report is made solely to the parties to whom it is addressed in accordance with Part VII of the Local Government (Scotland) Act 1973 and for no other purpose. In accordance with paragraph 108 of the Code of Audit Practice, we do not undertake to have responsibilities to members or officers, in their individual capacities, or to third parties. Tom Reid, Director For and on behalf of Forvis Mazars LLP 100 Queen Street Glasgow G1 3DN 18 December 2025 Page 192
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 9 | P a g e Statement of Receipts and Payments Account Receipts Payments (Surplus)/ Deficit Receipts Payments (Surplus)/ Deficit 2023/24 2023/24 2023/24 2024/25 2024/25 2024/25 £ £ £ £ £ £ (4,216) 0 (4,216) Dunbartonshire Educational Trust Scheme 1962 (4,557) 5,520 963 (1,020) 0 (1,020) McAuley Prize for Mathematics (1,114) 0 (1,114) (6,744) 300 (6,444) Alexander Cameron Bequest * (2,982) 6,000 3,018 (1,154) 0 (1,154) UIE Award (1,259) 0 (1,259) (13,134) 300 (12,834) Total (9,912) 11,520 1,608 *Prior year adjustment made to 2023/24 figures in line with receipts/payments/cash basis. This has no impact on the overall Trust Fund Balance. Page 193
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 10 | P a g e Statement of Balances as at 31 March 2025 Opening Balance (Surplus)/ Deficit Closing Balance Opening Balance (Surplus)/ Deficit Closing Balance 2023/24 2023/24 2023/24 2024/25 2024/25 2024/25 £ £ £ Note Other Assets £ £ £ (92,290) (4,216) (96,506) Dunbartonshire Educational Trust Scheme 1962 (96,506) 962 (95,544) (22,333) (1,020) (23,353) McAuley Prize for Mathematics (23,353) (1,113) (24,466) (14,485) (7,985) (22,470) Alexander Cameron Bequest (22,470) 5,048 (17,422) (25,248) (1,154) (26,402) UIE Award (26,402) (1,259) (27,661) (154,356) (14,375) (168,731) 4 Total Other Assets (168,731) 3,638 (165,093) Investment (218) 0 (218) Dunbartonshire Educational Trust Scheme 1962 (218) 0 (218) (103,020) 3,528 (99,492) Alexander Cameron Bequest (99,492) (2,030) (101,522) (103,238) 3,528 (99,710) 5 Total Investment (99,710) (2,030) (101,740) (92,508) (4,216) (96,724) Dunbartonshire Educational Trust Scheme 1962 (96,724) 962 (95,762) (22,333) (1,020) (23,353) McAuley Prize for Mathematics (23,353) (1,113) (24,466) (117,505) (4,457) (121,962) Alexander Cameron Bequest (121,962) 3,018 (118,944) (25,248) (1,154) (26,402) UIE Award (26,402) (1,259) (27,661) (257,594) (10,847) (268,441) Overall Total (268,441) 1,608 (266,833) All funds are unrestricted which means they may be used for any purpose relevant to the Trust Fund. The unaudited annual accounts were issued on 30 June 2025 and the annual accounts were authorised for issue on 18 December 2025. Signed on behalf of the Trustees by:- Councillor Martin Rooney West Dunbartonshire Council 18 December 2025 Page 194
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West Dunbartonshire Council Charitable Trusts Financial Statements for the year ended 31 March 2025 11 | P a g e Notes to the financial Statements Note 1 - Basis of Accounting The Financial Statements have been prepared on a receipts and payments basis and in accordance with the Charities & Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006. Note 2 – Trustee Remuneration, Expenses and Related Party Transactions No remuneration or expenses were paid to the Trustees or any connected persons during 2024/25. The Trusts received interest of £9,912 from the Council at 31 March 2025, and all transactions incoming and outgoing are made via the Council’s bank accounts. The Council has not charged the Trusts any fees for legal, financial or administrative services provided during the year. Note 3 – Grants There were 11 grants awarded during 2024/25. Two awards of £3,000 by Alexander Cameron Bequest to Clydebank East Community Council and Lomond & Clyde Care and Repair. There were 9 grants awarded by Dunbartonshire Educational Trust Scheme to students at West of Scotland College. Note 4 – Other Assets During the year the Trust’s balances were held by the Council, which manages the administration of the funds on behalf of the Trustees. No costs were incurred by the Trusts for this administration. The Council also acts as the banker for the Trusts and, as detailed above, all transactions incoming and outgoing are made via the Council’s accounts. The balances are repayable on demand. Interest is paid on balances. Note 5 – Investment Dunbartonshire Educational Trust - The investment valuation of £218 (shown in the table below) is the market value as at 31 March 2016, as valued by the Council. Notification was received that the stocks were delisted in July 2016. There has been no further update on this and therefore the assumption is that the market price remains the same. Purchase Market Purchase Market Price as at Price as at Price as at Price as at 31-Mar-24 31-Mar-24 31-Mar-25 31-Mar-25 £ £ Investment £ £ (289) (199) 4% Clydeport Authority (289) (199) (35) (19) 3% Clydeport Authority (35) (19) (324) (218) Total (324) (218) Alexander Cameron – Following a decision on 23 February 2022, £20,000 was invested on a short-term variable basis, with the remainder (£100,269) invested on a longer-term fixed interest rate basis with the Council for two years at 2.04%. Although the agreement formally expired in February 2024, the investment continued on the same terms throughout the year ended 31 March 2025. The closing value of the investment, including interest, was £101,522. Note 6 – Audit Fee The audit fee for the year of £10,190 (£10,000 2023/24) was absorbed by the Council. Page 195
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Annual Audit Report West Dunbartonshire Council Charitable Trusts– year ended 31 March 2025 November 2025 APPENDIX 2 Page 196
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Annual Audit Report Letter The Trustees West Dunbartonshire Council Charitable Trusts 16 Church Street Dumbarton G82 1QL 25th November 2025 Forvis Mazars 100 Queen Street Glasgow G1 3DN Dear Committee Members and Controller of Audit, Annual Audit Report – Year ended 31 March 2025 We are pleased to present our Annual Audit Report for West Dunbartonshire Council Charitable Trusts for the year ended 31 March 2025. The purpose of this report is to summarise our audit findings and conclusions. This report has been prepared in accordance with the responsibilities set out within the Audit Scotland’s Code of Audit Practice (“the Code”). This report is intended solely for the Trustees for the purpose of communicating certain matters that, in our professional judgement, are relevant to your oversight of the financial reporting process. Except where required by law or regulation, it should not be used, quoted or made available to any other parties without our prior written consent. We appreciate the courtesy and co-operation extended to us by your team throughout our audit. We would be happy to discuss the contents of this report, or any other matters regarding our audit, with you in more detail. Yours faithfully Tom Reid (Director) Forvis Mazars LLP Forvis Mazars LLP – 100 Queen Street- Glasgow- G1 3DN Tel: 0141 227 2400 – www.forvismazars.com/uk Forvis Mazars LLP is the UK firm of Forvis Mazars Global, a leading global professional services network. Forvis Mazars LLP is a limited liability partnership registered in England and Wales with registered number OC308299 and with its registered office at 30 Old Bailey, London, EC4M 7AU. Registered to carry on audit work in the UK by the Institute of Chartered Accountants in England and Wales. Details about our audit registration can be viewed at www.auditregister.org.uk under reference number C001139861. VAT number: GB 839 8356 73Page 197
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 3 Contents 01 Executive summary 02 Status of our audit 03 Audit approach and risk summary 04 Significant findings 05 Summary of misstatements 06 Fraud considerations Appendix A: Internal control conclusions Appendix B: Draft management representation letter Appendix C: Draft audit report Appendix D: Confirmation of our independence Appendix E: Other communications This document is to be regarded as confidential to West Dunbartonshire Council Charitable Trusts. It has been prepared for the sole use of the Trustees as those charged with governance. No responsibility is accepted to any other person in respect of the whole or part of its contents. Our written consent must first be obtained before this document, or any part of it, is disclosed to a third party. Page 198
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Please adhere to these instructions when utilising this slide: You have the flexibility to choose a colour for the background of the cover pages, divider slides, and closing slides from the following options: - white, - Indigo Dye, - True Blue, - or any colour from the ‘Vision’ colours palettes (see slide 2). 01Executive Summary Page 199
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 5 Executive summary Scope We have been engaged to audit the financial statements of West Dunbartonshire Council Charitable Trusts for the year ended 31 March 2025 which are prepared in accordance with the Code of Practice on Local Authority Accounting in the United Kingdom 2024-25. We have conducted our audit in accordance with International Standards on Auditing (UK) (‘ISAs’), relevant ethical and professional standards, and the requirements set out in the Audit Scotland’s Code of Audit Practice 2021. Our responsibilities and powers are derived from our appointment by the Accounts Commission under the Part VII of the Local Government (Scotland) Act 1973. Audit status Our audit procedures are now substantially complete for the year ended 31 March 2025. Please refer to the ‘Status of our audit’ section for a list of significant audit matters outstanding at the date of this report. We will provide an update to The Trustees on completion of those outstanding matters by way of a follow-up letter. Areas of focus and audit approach, and significant findings We have not made any changes to our initial risk assessment and planned audit approach that was communicated to The Trustees in our Annual Audit Plan. Our significant risks and other areas of focus are set out in the ‘Audit approach and risk summary’ section, with a summary of our audit approach over those areas. Significant findings from our audit are set out in the ‘Significant findings’ section. Significant control deficiencies We did not identify any significant deficiencies in internal control Audit misstatements A summary of the adjusted and unadjusted misstatements above our reporting threshold we have identified to date is set out in the ‘Summary of misstatements’ section. Audit opinion At the time of issuing this report and subject to the satisfactory conclusion of our remaining audit work, we anticipate issuing an unqualified opinion, without modification, as set out in Appendix C. Page 200
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 6 Executive summary (continued) Other information We are required to report on whether the other information (comprising of the Trustees’ Annual Report), is materially inconsistent with the financial statements; is materially inconsistent with our knowledge obtained in the course of the audit; or is materially misstated. No inconsistencies have been identified and we have issued an unmodified opinion in this respect. Wider reporting powers Section 101 of the Local Government (Scotland) Act 1973 requires us to give any person interested, the opportunity to question us about the accounting records of the Charitable Trusts and to consider any objection made to the accounts. We confirm that no such correspondence from electors has been received. Qualitative aspects of Charitable Trusts’ accounting practices We have reviewed Charitable Trusts’ accounting policies and disclosures and conclude that they comply with the Code of Practice on Local Authority Accounting in the United Kingdom 2024-25, appropriately tailored to the Charitable Trusts‘ circumstances. Draft accounts were received from the Charitable Trusts in June 2025 and were of a good quality. Significant difficulties during the audit We have not encountered any significant difficulties and we have had the full co- operation of management. Other matters of significance We encountered no significant difficulties during our audit and had no significant disagreements with management. There was effective co-operation and communication between Forvis Mazars, management, and The Trustees during our audit. All requested information and explanations were provided to us. Other matters we are required by ISA (UK) 260 Communication with Those Charged with Governance to communicate to you have been set out in Appendix E. Page 201
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 8 Status of our audit Our audit work is substantially complete and there are currently no matters of which we are aware that would require modification of our audit opinion, subject to the satisfactory resolution of the outstanding matters set out below Status High - Likely to result in a material adjustment or a significant change to disclosures in the financial statements. Medium - Potential to result in a material adjustment or a significant change to disclosures in the financial statements. Low - Not considered likely to result in a material adjustment or a change to disclosures in the financial statements. N/A - Work on Wider Scope and Best Value arrangements therefore no risk of adjustment to the financial statements. Quality Control/Review This includes review by the Engagement Lead and the process will continue up to the point of signing. There are no specific matters to date, but further file review may result in a small number of queries. Low Audit Completion We need to complete standard closing procedures, including • Assessing the impact of any post balance sheet events up to the point of signing the audit report; and • Obtaining the signed letter of management representation Low Page 203
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 10 Audit approach and risk summary Changes to our audit approach There have been no changes to the audit approach. The Annual Audit Plan is due to be issued on 1 December 2025 (alongside the West Dunbartonshire Council audit plan). Materiality Our provisional materiality at the planning stage of our audit was set at £5,368 using a benchmark of 2% of total assets (provisional performance materiality: £4,295 and provisional clearly trivial threshold: £161) The benchmark selected has been adopted due to the Charitable Trust’s significant total assets balance, in comparison to receipts and payments which are less significant in value. In determining to apply 2% of the benchmark, our judgement is that the Charitable Trust’s has an experienced accounting team able to apply Accounting Standards and the Trustees who can give an appropriate level of scrutiny. As a result, we can apply a lower percentage. Based on the final financial statement figure, the final overall materiality we applied was £5,336 (final performance materiality: £4,269 and final clearly trivial threshold: £160). Page 205
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 11 Audit approach and risk summary (continued) Significant risks Fraud risk Judgement Error Substantive audit procedures Tests of controls Misstatement identified Control recommendations Conclusion Page ref to finding Management override of controls Yes No No Yes No No No Risk is satisfactorily addressed and no issues were noted. 13 Page 206
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 13 Significant findings The significant findings from our audit include our conclusions regarding the significant risks we identified and other key areas of judgement, which are set out in this section. Significant risks Management override of controls Description of the risk In all entities, management at various levels within an organisation are in a unique position to perpetrate fraud because of their ability to manipulate accounting records and prepare fraudulent financial statements by overriding controls that otherwise appear to be operating effectively. Due to the unpredictable way in which such override could occur, we consider there to be a risk of material misstatement due to fraud and thus a significant risk on all audits. blank How we addressed this risk We addressed this risk through performing audit work over: • Consideration of identified significant transactions outside the normal course of business; and • Journal entries recorded in the general ledger and other adjustments made in preparation of the financial statements. blank Audit conclusion Our work has provided the assurance we sought and there are no material issues to bring to your attention Page 208
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 15 Summary of misstatements Unadjusted misstatements Our overall materiality, performance materiality, and clearly trivial (reporting) are outline on page 10 of this report. We identified no misstatements above our reporting threshold, or that we deem to be material by nature, as at the date of this report which were not adjusted. Page 210
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 16 Summary of misstatements (continued) Adjusted misstatements The misstatements in the table below have been adjusted by management. We report all individual misstatements above our reporting threshold that we identify during our audit and which management had adjusted and any other misstatements we believe The Trustees should be made aware of. Details of adjustment Nature CIES CIES Balance Sheet Balance Sheet Blank Blank Dr Cr Dr Cr Dr Alexander Cameron Bequest Receipts Cr Alexander Cameron Bequest reserves Interest income was incorrectly recognised in 2024/25, rather than when the amount was received in 2023/24 Factual 1,987 1,987 Aggregate effect of adjusted misstatements blank 1,987 1,987 Page 211
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 17 Summary of misstatements (continued) Prior year adjusted misstatements The misstatements in the table below have been adjusted by management. We report all individual misstatements above our reporting threshold that we identify during our audit and which management had adjusted and any other misstatements we believe The Trustees should be made aware of. Details of adjustment Nature CIES CIES Balance Sheet Balance Sheet Blank Blank Dr Cr Dr Cr Dr Alexander Cameron Bequest reserves Cr Alexander Cameron Bequest Receipts Interest income was incorrectly recognised in 2024/25, rather than when the amount was received in 2023/24 Factual 1,987 1,987 Aggregate effect of adjusted misstatements blank 1,987 1,987 Page 212
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 18 Summary of misstatements (continued) Disclosure misstatements We identified the following disclosure misstatements during our audit that have been corrected by management: • Audit fees for 2024/25 were disclosed as £10,000 and have now been updated to £10,190 • £2,029 was incorrectly disclosed as receipts for Alexander Cameron Bequest, due to an internal transfer between “investment” and “other asset”. This was due to journal transactions being incorrectly recorded when officers prepared the unaudited accounts. Prior year disclosure misstatements • £5,515 was incorrectly disclosed as receipts for Alexander Cameron Bequest, due to an internal transfer between “investment” and “other asset”. This was due to journal transactions being incorrectly recorded when officers prepared the unaudited accounts Page 213
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Please adhere to these instructions when utilising this slide: You have the flexibility to choose a colour for the background of the cover pages, divider slides, and closing slides from the following options: - white, - Indigo Dye, - True Blue, - or any colour from the ‘Vision’ colours palettes (see slide 2). 06Fraud considerations Page 214
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 20 Fraud considerations We have a responsibility to plan and perform our audit to obtain reasonable assurance that the financial statements are free from material misstatement, whether due to fraud or error. Your responsibilities Management has primary responsibility for the prevention and detection of fraud. It is important that management, with your oversight, place a strong emphasis on fraud prevention, which may reduce opportunities for fraud to take place, and fraud deterrence, which could persuade individuals not to commit fraud because of the likelihood of detection and punishment. This involves a commitment to creating a culture of honesty and ethical behaviour which is reinforced by your active oversight. Our responsibilities We have a responsibility for obtaining reasonable assurance that the financial statements taken as a whole are free from material misstatement, whether due to fraud or error. The distinguishing factor between fraud and error is whether the underlying action that results in a misstatement is intentional or unintentional. Two types of intentional misstatements are relevant to us – misstatements resulting from fraudulent financial reporting, and misstatements resulting from the misappropriation of assets. ISA presumed fraud risks As set out in the ‘Audit approach and risk summary’ section, the risks of fraud in management override of controls were identified as significant risks Our overall approach to fraud Inquired with management, Trustees, and internal audit Assignment and supervision of appropriate audit personnel Evaluated the selection and application of accounting policies Obtained written representation from management Incorporated elements of unpredictability into our audit procedures Maintained professional scepticism Our overall conclusion We did not identify any actual or suspected fraud involving West Dunbartonshire Council Charitable Trusts management, employees with significant roles in the Council’s internal control or others, where the fraud resulted in a material misstatement in the financial statements. Page 215
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Please adhere to these instructions when utilising this slide: You have the flexibility to choose a colour for the background of the cover pages, divider slides, and closing slides from the following options: - white, - Indigo Dye, - True Blue, - or any colour from the ‘Vision’ colours palettes (see slide 2). Appendices A: Internal control conclusions B: Draft management representation letter C: Draft audit report D: Confirmation of our independence E: Other communications A Page 216
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 22 Appendix A: Internal control conclusions Other deficiencies in internal control A deficiency in internal control exists if: • A control is designed, implemented, or operated in such a way that it is unable to prevent, detect, and/ or correct potential misstatements in the financial statements; or • A control that is necessary to prevent, detect, and/ or correct misstatements in the financial statements on a timely basis is missing. The purpose of our audit was to express an opinion on the financial statements. As part of our audit, we have considered the Charitable Trusts’ internal controls relevant to the preparation of the financial statements to design audit procedures to allow us to express an opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Charitable Trusts’ internal controls or to identify any significant deficiencies in their design or operation. The matters reported in Appendix A are limited to those deficiencies and other control recommendations that we have identified during our normal audit procedures and which we consider to be of sufficient importance to merit being reported. If we had performed more extensive procedures on internal control, we might have identified more deficiencies to report or concluded that some of the reported deficiencies need not in fact have been reported. Our comments in Appendix A should not be regarded as a comprehensive record of all deficiencies that may exist or improvements that could be made. We have not identified any internal control observations as at the date of this report. Page 217
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 23 Appendix B: Draft management representation letter Tom Reid Forvis Mazars 100 Queen Street Glasgow G1 3DN [Date] Dear Tom, West Dunbartonshire Council Charitable Trusts - Audit for Year Ended 31 March 2025 This representation letter is provided in connection with your audit of the financial statements of West Dunbartonshire Council Charitable Trusts for the year ended 31 March 2025 for the purpose of expressing an opinion as to whether the financial statements give a true and fair view Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. We confirm that the following representations are made on the basis of enquiries of management and staff with relevant knowledge and experience (and, where appropriate, inspection of supporting documentation) sufficient to satisfy ourselves that we can properly make each of the following representations to you. Our responsibility for the financial statements and accounting information We believe that we have fulfilled our responsibilities for the true and fair presentation and preparation of the financial statements in accordance with Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. The financial reporting framework that has been applied in their preparation is applicable law and the United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). Page 218
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 24 Appendix B: Draft management representation letter Our responsibility to provide and disclose relevant information We have provided you with: • access to all information of which we are aware that is relevant to the preparation of the financial statements such as records, documentation and other material; • additional information that you have requested from us for the purpose of the audit; and • unrestricted access to individuals within the charitable trusts you determined it was necessary to contact in order to obtain audit evidence. • We confirm as trustees that we have taken all the necessary steps to make us aware, as trustees, of any relevant audit information and to establish that you, as auditors, are aware of this information. As far as we are aware there is no relevant audit information of which you, as auditors, are unaware Accounting records We confirm that all transactions that have a material effect on the financial statements have been recorded in the accounting records and are reflected in the financial statements. All other records and related information, including minutes of all management and trustees' meetings, have been made available to you in accordance with the Charities and Trustee Investment (Scotland) Act 2005. Accounting policies We confirm that we have reviewed the accounting policies applied during the year in accordance with Section 10 of Financial Reporting Standard 102 and consider these policies appropriate to faithfully represent the effects of transactions, other events or conditions on the charitable trusts’ financial position and financial performance. Contingencies There are no material contingent losses including pending or potential litigation that should be accrued where: • information presently available indicates that it is probable that an asset has been impaired or a liability had been incurred at the balance sheet date; and • the amount of the loss can be reasonably estimated. Page 219
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 25 Appendix B: Draft management representation letter There are no material contingent losses that should be disclosed where, although either or both the conditions specified above are not met, there is a reasonable possibility that a loss, or a loss greater than that accrued, may have been incurred at the balance sheet date. There are no contingent gains which should be disclosed. All material matters, including unasserted claims, that may result in litigation against the charitable trusts have been brought to your attention. All known actual or possible litigation and claims whose effects should be considered when preparing the financial statements have been disclosed to you and accounted for and disclosed in accordance with Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Laws and regulations We confirm that we have disclosed to you all those events of which we are aware which involve known or suspected non-compliance with laws and regulations, together with the actual or contingent consequences which may arise therefrom. We have complied with all aspects of contractual agreements that would have a material effect on the financial statements in the event of non-compliance. Fraud and error We acknowledge our responsibility as trustees of the charitable trusts, for the design, implementation and maintenance of internal control to prevent and detect fraud and error. We have disclosed to you: all the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud; all knowledge of fraud or suspected fraud affecting the charitable trusts involving: • management and those charged with governance; • employees who have significant roles in internal control; and • others where fraud could have a material effect on the financial statements. We have disclosed to you all information in relation to any allegations of fraud, or suspected fraud, affecting the charitable trusts' financial statements communicated by employees, former employees, analysts, regulators or others. Page 220
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 26 Appendix B: Draft management representation letter Related party transactions We confirm that all related party relationships, transactions and balances, have been appropriately accounted for and disclosed in accordance with the Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. We have disclosed to you the identity of the West Dunbartonshire Council Charitable Trusts’ related parties and all related party relationships and transactions of which we are aware. Transactions with trustees We confirm that the charitable trusts has at no time during the year entered into any arrangement, transaction or agreement to provide credit facilities including loans, quasi-loans, credit transactions, mutually beneficial arrangements, or guarantees or security for the foregoing or assumed or assigned any such rights or liabilities for any trustees or their connected persons, except as permitted by the Companies Act 2006 and as disclosed in the financial statements. No trustee or their connected persons had a direct or indirect material interest in any other transaction or arrangement with the charitable trusts other than those disclosed in accordance with section 413 of the Companies Act 2006 or exempted from disclosure by the Act. Future commitments We are not aware of any plans, intentions or commitments that may materially affect the carrying value or classification of assets and liabilities or give rise to additional liabilities. Other Matters We confirm in relation to the following matters that: Ukraine – We confirm that we have carried out an assessment of the potential impact of the continued conflict in Ukraine on the West Dunbartonshire Council Charitable Trusts and there is no significant impact on the West Dunbartonshire Council Charitable Trusts’ operations from restrictions or sanctions in place. Subsequent events We confirm all events subsequent to the date of the financial statements and for which the Charities and Trustee Investment (Scotland) Act 2005 and relevant legislation and United Kingdom Accounting Standards require adjustment or disclosure have been adjusted or disclosed. Should further material events occur after the date of this letter which may necessitate revision of the figures included in the financial statements or inclusion of a note thereto, we will advise you accordingly. Page 221
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27
Appendix B: Draft management representation letter
Going concern
To the best of our knowledge there is nothing to indicate that the charitable trusts will not continue as a going concern in the foreseeable future. The period to which we have paid particular
attention in assessing the appropriateness of the going concern basis is not less than twelve months from the date of approval of the financial statements.
Annual Report
The disclosures within the Annual Report fairly reflect our understanding of the West Dunbartonshire Council Charitable Trusts’ financial and operating performance over the period covered by
the financial statements.
Unadjusted misstatements
We confirm that there are no uncorrected misstatements.
Yours sincerely
{signature}
{name}
Trustee
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 28 Appendix C: Draft audit report Independent auditor’s report to the trustees of West Dunbartonshire Council Charitable Trusts and the Accounts Commission Report on the audit of the financial statements Opinion on the financial statements We certify that we have audited the financial statements in the statement of accounts of West Dunbartonshire Council Charitable Trusts (“the Charities”) for the year ended 31 March 2025 under Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. The financial statements comprise the Statement of Receipts and Payments Account, the Statement of Balances and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and a receipts and payments basis. In our opinion the accompanying financial statements: • properly present the receipts and payments of the Charities for the year ended 31 March 2025 and their statement of balances at that date; and • have been prepared in accordance with the requirements of the Charities and Trustee Investment (Scotland) Act 2005, and regulations 9(1), (2) and (3) of The Charities Accounts (Scotland) Regulations 2006. Basis for opinion We conducted our audit in accordance with applicable law and International Standards on Auditing (UK) (ISAs (UK)), as required by the Code of Audit Practice approved by the Accounts Commission for Scotland. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Charities in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK including the Financial Reporting Council’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of the trustees for the financial statements The trustees are responsible for the preparation of financial statements that give a true and fair view in accordance with the financial reporting framework, and for such internal control as the trustees determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Page 223
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 29 Appendix C: Draft audit report Auditor’s responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities outlined above to detect material misstatements in respect of irregularities, including fraud. Procedures include: • using our understanding of the local government sector and charity sector to identify that the Local Government (Scotland) Act 1973, Charities and Trustee Investment (Scotland) Act 2005 and The Charities Accounts (Scotland) Regulations 2006 are significant in the context of the Charities • inquiring of the Trustees as to other laws or regulations that may be expected to have a fundamental effect on the operations of the Charities • inquiring of the Trustees concerning the Charities’ policies and procedures regarding compliance with the applicable legal and regulatory framework; • discussions among our audit team on the susceptibility of the financial statements to material misstatement, including how fraud might occur; and • considering whether the audit team collectively has the appropriate competence and capabilities to identify or recognise non-compliance with laws and regulations. The extent to which our procedures are capable of detecting irregularities, including fraud, is affected by the inherent difficulty in detecting irregularities, the effectiveness of the Charities’ controls, and the nature, timing and extent of the audit procedures performed. Irregularities that result from fraud are inherently more difficult to detect than irregularities that result from error as fraud may involve collusion, intentional omissions, misrepresentations, or the override of internal control. The capability of the audit to detect fraud and other irregularities depends on factors such as the skilfulness of the perpetrator, the frequency and extent of manipulation, the degree of collusion involved, the relative size of individual amounts manipulated, and the seniority of those individuals involved. A further description of the auditor’s responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. Page 224
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 30 Appendix C: Draft audit report Reporting on other requirements Other information The trustees are responsible for the other information in the statement of accounts. The other information comprises the Trustees’ Annual Report. Our responsibility is to read all the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon except on the Trustees’ Annual Report to the extent explicitly stated in the following opinion prescribed by the Accounts Commission. Opinions prescribed by the Accounts Commission on the Trustees’ Annual Report In our opinion, based on the work undertaken in the course of the audit, the information given in the Trustees' Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements and that report has been prepared in accordance with The Charity Accounts (Scotland) Regulations 2006. Matters on which we are required to report by exception We are required by The Charity Accounts (Scotland) Regulations 2006 to report to you if, in our opinion: • proper accounting records have not been kept; or • the financial statements are not in agreement with the accounting records; or • we have not received all the information and explanations we require for our audit. We have nothing to report in respect of these matters. Use of our report This report is made solely to the parties to whom it is addressed in accordance with Part VII of the Local Government (Scotland) Act 1973 and for no other purpose. In accordance with paragraph 108 of the Code of Audit Practice, we do not undertake to have responsibilities to members or officers, in their individual capacities, or to third parties. Page 225
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 31 Appendix C: Draft audit report [Signature] Tom Reid, Director For and on behalf of Forvis Mazars LLP 100 Queen Street Glasgow G1 3DN [ Date] Page 226
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 32 Appendix D: Confirmation of our independence We communicate any matters which we believe may have a bearing on the independence or the objectivity of Forvis Mazars LLP and the audit team. As part of our ongoing risk assessment, we monitor our relationships with you to identify any new actual or perceived threats to our independence within the regulatory or professional requirements governing us as your auditors. We confirm that no new threats to independence have been identified since issuing our Annual Audit Plan and therefore we remain independent. Fees for work as the Charitable Trusts’ auditor Having substantially completed our work for the 2024/25 financial year, we can confirm that our fees are as follows: Area of work 2024/25 fees 2023/24 fees Auditor remuneration £10,190 £10,000 Page 227
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 33 Appendix E: Other communications blank Other communication Response Compliance with Laws and Regulations We have not identified any significant matters involving actual or suspected non-compliance with laws and regulations. We will obtain written representations from management that all known instances of non-compliance or suspected non-compliance with laws and regulations whose effects should be considered when preparing financial statements have been disclosed. External confirmations We did not experience any issues with respect to obtaining external confirmations. Related parties We did not identify any significant matters relating to the audit of related parties. We will obtain written representations from management confirming that: a. they have disclosed to us the identity of related parties and all the related party relationships and transactions of which they are aware; and b. they have appropriately accounted for and disclosed such relationships and transactions in accordance with the requirements of the applicable financial reporting framework. Going Concern We have not identified any evidence to cause us to disagree with Trustees that West Dunbartonshire Council Charitable Trusts will be a going concern, and therefore we have not identified any evidence to cause us to consider that the use of the going concern assumption in preparation of the financial statements is not appropriate. We will obtain written representations from management, confirming that all relevant information covering a period of at least 12 months from the date of approval of the financial statements has been taken into account in assessing the appropriateness of the going concern basis of preparation of the financial statements. Page 228
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Title position Maximum vertical position for content Minimum vertical position for content Subtitle position 34 Appendix E: Other communications (continued) blank Other communication Response Subsequent events We are required to obtain evidence about whether events occurring between the date of the financial statements and the date of the auditor’s report that require adjustment of, or disclosure in, the financial statements are appropriately reflected in those financial statements in accordance with the applicable financial reporting framework. We will obtain written representations from management that all events occurring subsequent to the date of the financial statements and for which the applicable financial reporting framework requires adjustment or disclosure have been adjusted or disclosed. Matters related to fraud Our audit was designed to obtain reasonable assurance whether the financial statements as a whole are free from material misstatement due to fraud. Please refer to the section titled ‘Fraud considerations’ for our fraud considerations and conclusion. We will obtain written representations from management and, where appropriate, The Trustees, confirming that a. they acknowledge their responsibility for the design, implementation and maintenance of internal control to prevent and detect fraud; b. they have disclosed to the auditor the results of management’s assessment of the risk that the financial statements may be materially misstated as a result of fraud; c. they have disclosed to the auditor their knowledge of fraud or suspected fraud affecting the entity involving: i. management; ii. employees who have significant roles in internal control; or iii. others where the fraud could have a material effect on the financial statements; and d. they have disclosed to the auditor their knowledge of any allegations of fraud, or suspected fraud, affecting the entity’s financial statements communicated by employees, former employees, analysts, regulators or others. Page 229
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Contact Forvis Mazars www.auditregister.org.uk The contents of this document are confidential and not for distribution to anyone other than the recipients. Disclosure to third parties cannot be made without the prior written consent of Forvis Mazars LLP. Forvis Mazars LLP is the UK firm of Forvis Mazars Global, a leading global professional services network. Forvis Mazars LLP is a limited liability partnership registered in England and Wales with registered number OC308299 and with its registered office at 30 Old Bailey, London, EC4M 7AU. Registered to carry on audit work in the UK by the Institute of Chartered Accountants in England and Wales. Details about our audit registration can be viewed at www.auditregister.org.uk under reference number C001139861. VAT number: GB 839 8356 73 © Forvis Mazars 2024. All rights reserved. Tom Reid Audit Director Tel: +44 7816 354 994 tom.reid@mazars.co.uk Page 230
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1 Council Offices 16 Church Street DUMBARTON G82 1QL Tom Reid Forvis Mazars 100 Queen Street Glasgow G1 3DN 18 December 2025 Dear Tom, West Dunbartonshire Council Charitable Trusts - Audit for Year Ended 31 March 2025 This representation letter is provided in connection with your audit of the financial statements of West Dunbartonshire Council Charitable Trusts for the year ended 31 March 2025 for the purpose of expressing an opinion as to whether the financial statements give a true and fair view Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. We confirm that the following representations are made on the basis of enquiries of management and staff with relevant knowledge and experience (and, where appropriate, inspection of supporting documentation) sufficient to satisfy ourselves that we can properly make each of the following representations to you. Our responsibility for the financial statements and accounting information We believe that we have fulfilled our responsibilities for the true and fair presentation and preparation of the financial statements in accordance with Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. The financial reporting framework that has been applied in their preparation is applicable law and the United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). Our responsibility to provide and disclose relevant information We have provided you with: • access to all information of which we are aware that is relevant to the preparation of the financial statements such as records, documentation and other material; APPENDIX A Page 231
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2 • additional information that you have requested from us for the purpose of the audit; and • unrestricted access to individuals within the charitable trusts you determined it was necessary to contact in order to obtain audit evidence. • We confirm as trustees that we have taken all the necessary steps to make us aware, as trustees, of any relevant audit information and to establish that you, as auditors, are aware of this information. As far as we are aware there is no relevant audit information of which you, as auditors, are unaware Accounting records We confirm that all transactions that have a material effect on the financial statements have been recorded in the accounting records and are reflected in the financial statements. All other records and related information, including minutes of all management and trustees' meetings, have been made available to you in accordance with the Charities and Trustee Investment (Scotland) Act 2005. Accounting policies We confirm that we have reviewed the accounting policies applied during the year in accordance with Section 10 of Financial Reporting Standard 102 and consider these policies appropriate to faithfully represent the effects of transactions, other events or conditions on the charitable trusts’ financial position and financial performance. Contingencies There are no material contingent losses including pending or potential litigation that should be accrued where: • information presently available indicates that it is probable that an asset has been impaired or a liability had been incurred at the balance sheet date; and • the amount of the loss can be reasonably estimated. There are no material contingent losses that should be disclosed where, although either or both the conditions specified above are not met, there is a reasonable possibility that a loss, or a loss greater than that accrued, may have been incurred at the balance sheet date. There are no contingent gains which should be disclosed. All material matters, including unasserted claims, that may result in litigation against the charitable trusts have been brought to your attention. All known actual or possible litigation and claims whose effects should be considered when preparing the financial statements have been disclosed to you and accounted for and disclosed in accordance with Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Laws and regulations We confirm that we have disclosed to you all those events of which we are aware which involve known or suspected non-compliance with laws and regulations, together with the actual or contingent consequences which may arise therefrom. We have complied with all aspects of contractual agreements that would have a material effect on the financial statements in the event of non-compliance. Fraud and error We acknowledge our responsibility as trustees of the charitable trusts, for the design, implementation and maintenance of internal control to prevent and detect fraud and error. We have disclosed to you: • all the results of our assessment of the risk that the financial statements may be materially misstated as a result of fraud; Page 232
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3 • all knowledge of fraud or suspected fraud affecting the charitable trusts involving: • management and those charged with governance; • employees who have significant roles in internal control; and • others where fraud could have a material effect on the financial statements. We have disclosed to you all information in relation to any allegations of fraud, or suspected fraud, affecting the charitable trusts' financial statements communicated by employees, former employees, analysts, regulators or others. Related party transactions We confirm that all related party relationships, transactions and balances, have been appropriately accounted for and disclosed in accordance with the Part VII of the Local Government (Scotland) Act 1973 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. We have disclosed to you the identity of the West Dunbartonshire Council Charitable Trusts’ related parties and all related party relationships and transactions of which we are aware. Transactions with trustees We confirm that the charitable trusts has at no time during the year entered into any arrangement, transaction or agreement to provide credit facilities including loans, quasi-loans, credit transactions, mutually beneficial arrangements, or guarantees or security for the foregoing or assumed or assigned any such rights or liabilities for any trustees or their connected persons, except as permitted by the Companies Act 2006 and as disclosed in the financial statements. No trustee or their connected persons had a direct or indirect material interest in any other transaction or arrangement with the charitable trusts other than those disclosed in accordance with section 413 of the Companies Act 2006 or exempted from disclosure by the Act. Future commitments We are not aware of any plans, intentions or commitments that may materially affect the carrying value or classification of assets and liabilities or give rise to additional liabilities. Other Matters We confirm in relation to the following matters that: Ukraine – We confirm that we have carried out an assessment of the potential impact of the continued conflict in Ukraine on the West Dunbartonshire Council Charitable Trusts and there is no significant impact on the West Dunbartonshire Council Charitable Trusts’ operations from restrictions or sanctions in place. Subsequent events We confirm all events subsequent to the date of the financial statements and for which the Charities and Trustee Investment (Scotland) Act 2005 and relevant legislation and United Kingdom Accounting Standards require adjustment or disclosure have been adjusted or disclosed. Should further material events occur after the date of this letter which may necessitate revision of the figures included in the financial statements or inclusion of a note thereto, we will advise you accordingly. Going concern To the best of our knowledge there is nothing to indicate that the charitable trusts will not continue as a going concern in the foreseeable future. The period to which we have paid particular attention in assessing the appropriateness of the going concern basis is not less than twelve months from the date of approval of the financial statements. Page 233
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4 Annual Report The disclosures within the Annual Report fairly reflect our understanding of the West Dunbartonshire Council Charitable Trusts’ financial and operating performance over the period covered by the financial statements. Unadjusted misstatements We confirm that there are no uncorrected misstatements. Yours sincerely Councillor Martin Rooney Trustee Page 234
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WEST DUNBARTONSHIRE COUNCIL Report by Planning, Building Standards and Environmental Health Manager Council: 17th December 2025 _____________________________________________________________ DC16/229: Erection of 118 flat and 16 houses (substitution of house types and amendments to layout) at Former Thompsons Yard, Leven Street, Dumbarton by Turnberry Homes Ltd. 1. REASON FOR REPORT 1.1 This report relates to a planning application for a national development as the application site sits within the Clyde Mission area as set out in National Planning Framework 4. Under the terms of the approved Scheme of Delegation, it therefore requires to be determined by Full Council. 2 RECOMMENDATION 2.1 That the Council approve the application subject to the conditions set out in Section 9 of the report at Appendix 1. 2.2 Note that should the Council approve the application, a notification to the Scottish Government under The Town and Country Planning (Notification of Applications) (10 or more homes on non-allocated land) (Scotland) Direction 2025 will be required. This notification is distinct from a call in and is for Ministers’ awareness only. The Council will remain the determining authority. 3 BACKGROUND 3.1 The site comprises the Former Thompsons Yard, Leven Street in Dumbarton. Planning permission was granted in December 2006 (DC03-284) for the erection of 271 residential units associated roads parking and landscaping and erection of retail unit. 3.2 Significant progress has been made on the re-development of the overall site with phases 1, 2 and the first block in phase 3 of the development having been completed with homes and associated infrastructure. The current application relates to the majority of Phase 3 as well as all of Phase 4 of the site. Phase 3 and Phase 4 are the areas of this application site located to the north of Dumbarton Football Club and extending towards the vacant site to the west of the Denny Tank where a foodstore has been approved under application DC24/171/FUL. 3.3 This current application seeks permission for the erection of 118 flat and 16 houses as a substitution of the previously approved house types with associated amendments to the originally approved layout. The number of properties is not altered from the original and extant planning permission ITEM 13 Page 235
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(DC03-284) for the site, only their house types and styles, together with the layout. A range of three-bedroom terraced houses together with three and four storey, two-bedroom flats are proposed. 4 MAIN ISSUES 4.1 A copy of the report presented to the Planning Committee is provided in Appendix 1. Sections 6 and 7 of that report set out the planning policies and other material considerations relevant to the application. The report concludes that the acceptability of the redevelopment of the site has previously been established with the granting of the previous planning application, DC03-0284, which granted Planning Permission for the wider site. This application proposes to substitute house types with amendments to the layout of the original permission. 4.2 SEPA had originally provided a holding objection following reconsultation on this application due to the updated National Planning Framework 4 position on flooding. However, after providing SEPA with further information, SEPA confirmed that they had no objection. NatureScot, Environmental Health and Roads have no objection to the proposal subject to conditions, and Historic Environment Scotland made no comments on the proposals. 2 public objections were received, and these are noted in section 5 of the report. 4.3 Taking all matters into account, it is considered that the proposals, with conditions, accord with the provisions of NPF4, the adopted West Dunbartonshire Local Plan and proposed West Dunbartonshire Local Development Plan 2. 4.4 At the pre-determination hearing at Planning Committee 1 representation was heard from an objector and the agent also made representation. The objector spoke to their previously submitted objection and raised concern around the location of the bin store and the detrimental impact it will have on residential amenity. Planning committee discussed the concerns raised with officers and the agent around what can be done to address this issue. Committee also raised queries regarding the use of conditions to secure further information regarding the location of electric vehicle infrastructure and infrastructure provision such as grit bins and telecommunications cabinets. 4.5 After discussion the Planning Committee recommended that the application be referred to the full Council for determination, expressing the provisional view that the application should be approved with the conditions indicated within Section 9 of the Planning Committee Report (Appendix 1) with an amendment to condition 9 to secure detailed design and location of the bin stores and additional conditions relating to infrastructure. For clarity, the complete list of proposed conditions is provided at Appendix 2. 5. People Implications 5.1 There are no personnel issues. Page 236
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6. Financial and Procurement Implications 6.1 There are no financial or procurement implications. 7. Risk Analysis 7.1 No risks have been identified. 8. Equalities Impact Assessment (EIA) 8.1 There is no equalities impact. 9. Environmental Sustainability 9.1 A Strategic Environmental Assessment is not required. 10. Consultation 10.1 Publicity and consultation have been carried out in line with the requirements of the planning regulations. 2 representations from members of the public have been received in objection to the proposals and consultations received from West Dunbartonshire Council Roads Service, West Dunbartonshire Council Environmental Health, NatureScot, Historic Environment Scotland and SEPA. These are summarised in Section 4 and 5 of the Planning Committee report (Appendix 1). 11. Strategic Assessment 11.1 The proposed development complies with the strategic priorities of the Council in particular: Our Communities Resilient and Thriving Our Environment A Greener Future Our Economy Strong and Flourishing Michael Mulgrew Planning, Building Standards and Environmental Health Manager Date: 3rd December 2025 ___________________________________________________________________ Person to Contact: Michael Mulgrew, Planning & Building Standards Manager Email: Michael.Mulgrew@west-dunbarton.gov.uk James McColl, Development Management Team Leader Email: James.McColl@west-dunbarton.gov.uk Page 237
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Appendices: Appendix 1 - Planning Committee Report: 3rd December 2025 – DC16/229 Appendix 2 – Revised Proposed Conditions Background Papers: None Wards Affected: Ward 3 (Dumbarton) Page 238
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WEST DUNBARTONSHIRE COUNCIL Report by Planning, Building Standards and Environmental Health Manager Planning Committee: 3rd December 2025 DC16/229: Erection of 118 flat and 16 houses (substitution of house types and amendments to layout) at Former Thompsons Yard, Leven Street, Dumbarton by Turnberry Homes Ltd. 1. REASON FOR REPORT 1.1 The planning application is a national development as set out in the Schedule to the Town and Country Planning (Hierarchy of Developments) (Scotland) Regulations 2009 as the application site sits within the Clyde Mission area as set out in National Planning Framework 4. Under the terms of the approved Scheme of Delegation, it therefore requires to be considered by the Planning Committee before being determined by the Council. 2. RECOMMENDATION 2.1 That the Planning Committee hears the applicant and those who have made representations and refers the application to Full Council for determination with a preliminary recommendation, based on the information considered to date, that it be approved, subject to the conditions in Section 9 below. 2.2 Should the Council be minded to approve the application, a notification to the Scottish Government under The Town and Country Planning (Notification of Applications) (10 or more homes on non-allocated land) (Scotland) Direction 2025 will be required. This notification is distinct from a call in and is for Ministers’ awareness only. The Council will remain the determining authority. 3. DEVELOPMENT DETAILS 3.1 The site comprises the Former Thompsons Yard, Leven Street in Dumbarton. Planning permission was granted in December 2006 (DC03-284) for the erection of 271 residential units associated roads parking and landscaping and erection of retail unit. 3.2 Significant progress has been made on the re-development of the overall site with phases 1, 2 and the first block in phase 3 of the development having been completed with homes and associated infrastructure. The current application relates to the majority of Phase 3 as well as all of Phase 4 of the site. Phase 3 and Phase 4 are the areas of this application site located to the north of Dumbarton Football Club and extending towards the vacant site to the west of the Denny Tank where a foodstore has been approved under application DC24/171/FUL. 3.3 This current application seeks permission for the erection of 118 flat and 16 houses as a substitution of the previously approved house types with associated amendments to the originally approved layout. The number of properties is not altered from the original and extant planning permission (DC03-284) for the site, only their house types and styles, together with the layout. A range of three-bedroom terraced houses together with three and four storey, two-bedroom flats are proposed. APPENDIX 1 Page 239
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4. CONSULTATIONS 4.1 Scottish Environment Protection Agency (SEPA) Initially provided a holding objection following a re-consultation in the context of the updated policy position in National Planning Framework 4 and requested further information relating to uncertainty regarding the flood hazard and the proposed Finished Floor Level (FFL) of some of the amended block. Once further information was provided SEPA confirmed that they would have no objection to the proposed substitution of house types and amendments to the site layout. 4.2 West Dunbartonshire Council (Environmental Health) Environmental Health are content with the findings of the submitted Noise Impact Assessment (NIA) and note that mitigation measures are required in terms of the acoustic fence and ventilation for the closed window assessed properties. There are therefore no objections subject to conditions relating construction matters, contaminated land, and following the mitigation identified in the NIA. 4.3 West Dunbartonshire Council (Roads) The Roads Service confirm that the parking and servicing arrangements are acceptable. Pedestrian connections, internal layout and road geometry will be confirmed upon receipt of the RCC. Previous comments recommend details of cycle storage provision to be provided. 4.4 NatureScot No objection subject to a condition relating to a Construction Method Statement being applied. 4.5 Historic Environment Scotland No comments. 5. REPRESENTATIONS 5.1 Two objections were received from neighbouring residents. The full details are contained within the planning file and are available for public viewing. However, the key points of objection can be summarised as follows: The bins should not be built against the objectors back garden fence. There is ample space for the bins to be located to the right-hand side of the parking bays, facing the football stadium/castle. The bin sheds are located closer to the objector than the users of the bins. Scottish Executive Building Standards 3.25 Solid waste storage, states that "The act also empowers the (local) authority to designate a collection point for removal of waste and this is normally at the curtilage of the dwelling." And these are not within the curtilage of the flats. The concerns raised shall be considered in the appraisal in the Section 7 below. 6. ASSESSMENT AGAINST THE DEVELOPMENT PLAN National Planning Policy 4 6.1 The site is within the ‘Clyde Mission’ area, identified as one of eighteen National Developments with National Planning Framework 4 which recognises that significant land assets are under-utilised across the Clyde, (including waterfront sites such as Page 240
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Thompson’s Yard) and that longstanding inequality, in relation to poor environment and health outcomes require to be tackled as a national priority. The Clyde Mission designation aims to repurpose and reinvigorate vacant and derelict land as well as adapting the area to the impacts of climate change, where nature-based solutions would be particularly supported. Delivery of the development proposals for the site would support the objectives of this national development. 6.2 Policy 1 relates to tackling the climate and nature crises and states that when considering all development proposals significant weight will be given to the global climate and nature crises. Policy 2 also relates to the climate in the form of climate mitigation and adaptation and states development proposals will be sited and designed to minimise lifecycle greenhouse gas emissions as far as possible and development proposals will be sited and designed to adapt to current and future risks from climate change. Policy 3’s intent is to protect biodiversity, reverse biodiversity loss, deliver positive effects from development and strengthen nature networks. Subject to a variety a matters being addressed by condition, the proposal would have a neutral impact in respect of Policies 1, 2 and 3. 6.3 Policy 7 states that development proposals with a potentially significant impact on historic assets or places will be accompanied by an assessment which is based on an understanding of the cultural significance of the historic asset and/or place. The proposal lies to the north of Dumbarton Castle which is a scheduled monument. In previously granting planning permission for the site, it was concluded there was no adverse impact and this position remains. Policy 9 relates to brownfield, vacant and derelict land and empty buildings and states that development proposals that will result in the sustainable reuse of brownfield land including vacant and derelict land and buildings, whether permanent or temporary, will be supported. The redevelopment of this large brownfield site is this supported by the Policy. Policy 11 supports development proposals for all forms of renewable, low-carbon and zero emissions technologies. 6.4 Development proposals will be designed to improve the quality of an area whether in urban or rural locations and regardless of scale as per Policy 14. Policy 15 relates to local living and 20-minute neighbourhoods. Development proposal will contribute to local living including, where relevant, 20-minute neighbourhoods. The application site is located in a central, accessible urban area near a wide range of facilities and transport connections. There is thus no conflict with these Policies. 6.5 Policy 16 relates to quality homes. Part (b) states that development proposals that include 50 or more homes should be accompanied by a Statement of Community Benefit. Whilst the proposal is for more than 50 homes, the proposal is a substitute of house types and amendments to the layout of previously consented homes. As such a Statement has not been requested. The proposal is however allocated within the proposed Local Development Plan 2. Part (f) relates to proposals for new homes on land not allocated for housing in the LDP. This requires the proposal to supported by an agreed timescale for build-out; and the proposal is otherwise consistent with the plan spatial strategy and other relevant policies including local living and 20 minute neighbourhoods. The proposal is consistent with 20 minute neighbourhoods and is supported by an agreed buildout timescale with works proposed to start on site, subject to permission, in late 2026, foundations to be started early 2027 and a 4 year build out programme subject to sales and market demand. 6.6 Policy 22 - Flood risk and water management states that proposals will not increase the risk of surface water flooding to others, or itself be at risk; manage all rain and surface water through sustainable urban drainage systems (SUDS) and seek to Page 241
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minimise the area of impermeable surface. The proposal has no objections from SEPA and as such there is no conflict with the policy. 6.7 Policy 23 relates to Health and safety. Part (e) states that development proposals that are likely to raise unacceptable noise issues will not be supported. The proposal has been amended to include an acoustic barrier between Morrisons and the proposal. Subject to conditions relating to this there are no concerns arise in respect of this policy. 6.8 With appropriate planning conditions, the proposed development is supported by all policies of NPF4 and is assessed fully in Section 7 below. West Dunbartonshire Adopted Local Plan 2010 6.9 The Council promotes the re-use of land and buildings in the urban area that become vacant, derelict or underused in order to stimulate the process of urban renewal and thereby enhance the Plan area as a place to live, work and visit in accordance with Policy UR 1. Whilst the proposal site is part of a larger site and has extant permission, the site is underused and therefore its development is in accordance with the policy. Policy RD1 gives preference to residential development on brownfield sites within the urban area. This site is brownfield and within the urban area and as such is in accordance with the policy. 6.10 Design and layout considerations are set out in Policy GD1 which outlines that all new development is expected to be of high-quality design and to respect the character and amenity of the area in which it is located. Proposals are required to be considered against a list of development control criteria. 6.11 Policy H4 outlines requirements of new housing developments in relation to design standards. The site is identified within the adopted plan as an existing residential area and as such H5 applies. Policy H5 seeks to safeguard, and where possible enhance, the character and amenity of existing residential areas. The proposal is of good design and enhances the currently vacant site and as such is in accordance with the policies. 6.12 Policy T1 supports measures to provide sustainable transport modes including footpaths, cycle routes and improved access to public transport. Policy T2 states that the Council will identify opportunities for access improvements to Regeneration Priorities. Policy T4 requires development sites to be well integrated into walking, cycling and public transport routes. Significant new development is to be accessible to public transport networks and developer contributions will be required where such development is shown to impact on public transport infrastructure. Since the previous grant of permission, the waterfront path has been included within the site and as such there is an improvement since the previous granting of permission. 6.13 Policy E2A states that development likely to have a significant effect on a Natura 2000 site will be subject to an appropriate assessment. Where an assessment is unable to conclude that a development will not adversely affect the integrity of the site development will only be permitted where: there is no alternative solutions; there are imperative reasons of overriding public interest. Policy E2B states that development that affects an SSSI will only be permitted where an appraisal demonstrates: the objectives of the designated area and the overall integrity of the area would not be compromised; or any significant adverse effects are clearly outweighed by social or economic benefits of national importance. In this instance the Natura 2000 site is the Inner Clyde SPA. This was fully assessed in previously granting planning permission as well as the Appropriate Assessment concluding that any adverse impacts could be avoided subject to mitigation measures being employed. The Council in exercising its Page 242
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planning function will further the conservation of biodiversity in accordance with policy E1. 6.14 Policy BE 5 relates to Scheduled Ancient Monuments and other Archaeological Sites and states that the Council will resist any development proposals that would have an adverse impact on or affect the setting of a Scheduled Ancient Monument. In previously granting residential development in this location of similar scale and massing, this has been considered acceptable. 6.15 R2 relates to open space provision and states the Council will have due regard to the provision of open space as an integral part of the proposal. R5 relates to access opportunities and requires developers of Waterfront sites will be required to provide paths to and along the riverbank. As stated, the proposal includes a waterfront path. 6.16 Policies F1 states that the Council will resist development that is likely to increase the risk of flooding or are located in a functional flood plain. Policy F2 requires inclusion of sustainable urban drainage. Policy F3 states that the Council will use the standards of flood protection set out in Scottish Planning Policy. The up-to-date development plan position in flooding is set out within Policy 22 of NPF4 which therefore has primacy in this instance. 6.17 Planning permission has previously been granted for the site and it remains that proposal overall complies with the policies of the adopted local plan and is assessed fully in Section 7 below. 7. ASSESSMENT AGAINST MATERIAL CONSIDERATIONS West Dunbartonshire Local Development Plan (LDP2) Proposed Plan 7.1 On 15 March 2023, the Planning Committee took a decision that the Council would not adopt Local Development Plan 2. The Proposed Local Development Plan 2 (LDP2), incorporating the recommended modifications of the Examination Report received on 22 April 2020, which were accepted by the Planning Committee of 19 August 2020, remains the Council’s most up to date spatial strategy and is therefore afforded significant weight in the assessment and determination of planning applications, subject to compatibility with NPF4. The Scottish Ministers’ Direction relating to the adoption of LDP2, dated 18 December 2020, is also a material consideration. 7.2 The site is within the Development Strategy area for Dumbarton Town Centre and Waterfront. The Development Strategy for the Town Centre and Waterfront supports: Mixed use redevelopment of the Waterfront area predominantly for residential, retail, cafés and restaurant uses; Town Centre/waterfront living including at Sandpoint Marina and south of Castle Street; improved pedestrian, public transport and vehicular access as well as links into and across the Town Centre, particularly to Dumbarton Central Railway Station; and provision of a continual waterfront path and improvement of harbour walls at all waterfront development sites. 7.3 Through Dumbarton Policy 6 Dumbarton Waterfront Path: Development Contributions, the Council will support the development of a continuous Waterfront Path leading from the Town Centre to Dumbarton Castle. Where developers wish to deliver the path as part of their development proposals they will be required to demonstrate to the Council that this is the best way of delivering the path overall and will be required to comply with the specification and procedures set out in the Dumbarton Waterfront Path Planning Guidance. Proposals for development must not have an adverse effect on the integrity of any Natura site. The developer proposes to deliver the path themselves which has been agreed with the Council’s Regeneration Service. Page 243
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7.4 Policy CP1 seeks to ensure that all new development will be expected to contribute towards creating successful places by having regard to the six qualities of a successful place (distinctive, adaptable, resource efficient, easy to get to/move around, safe and pleasant, and welcoming). Policy CP2 requires the integration and consideration of green infrastructure from the outset of the design process through to its maintenance and stewardship of the resource. The proposal offers no conflict with the six qualities of successful places. 7.5 Policy H2 states that sites in Schedules 2 and 3 are reserved for new housing development. Policy H4 relates to residential amenity. The policy states that the Council will protect, preserve and enhance the residential character and amenity of existing residential areas at all times. Subject to conditions, no residential amenity concerns arise. 7.6 Policy BE1 relating to Scheduled Monuments and Archaeological Sites states where development would adversely affect a scheduled monument or the integrity of the setting of a scheduled monument, permission would only be granted where there are exceptional circumstances. The proposal is acceptable with reference to this policy. 7.7 Policies GI2 and GI4 relate to green infrastructure. Policy GI2 requires new development to meet with the open space standards set out within the policy. 7.8 Policies ENV1, ENV5 and ENV6 are all similar to the ecology and water environment and flooding policies of the adopted Local Plan, although in respect of flooding, the up- to-date development plan position is set out within Policy 22 of NPF4 which has primacy. Subject to conditions, there is no conflict with these policies. 7.9 Policies ENV8 relates to Air, Light and Noise Pollution and Policy ENV9 Contaminated Land. Policy CON1 requires development proposals to accord with Designing Streets, the National Roads Development Guidelines, and be in alignment with the provisions of the Regional and Local Transport Strategies. Developments which do not meet these requirements will not be acceptable unless sufficient justification has been provided to demonstrate why a departure from these strategies is required. No concerns arise in respect of the relevant matters. 7.10 It is considered that overall and subject to conditions, the application proposal being assessed complies with the relevant policies above. Creating Places Guidance and Green Network and Green Infrastructure Guidance 7.11 The Creating Places Supplementary Guidance – November 2022 seeks to achieve high quality development with a design led approach based on a thorough appraisal of the site and an analysis of its context and sets out that this is expected for all development proposals and it is considered this is achieved. No conflicts therefore arise with the guidance. 7.12 The Green Network and Green Infrastructure Supplementary Guidance - November 2022 seeks to ensure that the proposal also integrates landscaping and green infrastructure as part of the setting of the new development and open space created. This will include a focus on biodiversity enhancement. Principle of Development 7.13 The site is part of an allocation for housing in the proposed Local Development Plan 2. It lies also within the Dumbarton Town Centre and Waterfront Development Strategy area as defined by the proposed Local Development Plan, although the site is not itself Page 244
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within the town centre as defined by the Plan. This Strategy supports waterfront living as well as a waterfront path. In addition, the proposal is a substitution of house types with minor amendments to the site layout for an extant consent. The development of this site is consistent with the both the adopted Local Plan, proposed Local Development Plan 2 and NPF4 of providing housing in sustainable locations through urban consolidation and utilising brownfield land thereby reducing the need to encroach onto greenfield sites and maximising sustainability benefits. 7.14 Given there is an extant consent for a residential development on this site, the principle of the development of this site for new housing is long established. Notwithstanding this, it is considered that there continues to be support within both the adopted and proposed plans for housing development in this location and is consistent with policies outlined above. Overall, the principle of the development remains acceptable, and it therefore rests to consider whether there are any material planning considerations that suggest that the substitution of house types and design amendments are not acceptable. Design, Appearance and Visual Amenity 7.15 In regard to the layout changes proposed, the updated layout incorporates the waterfront pathway which was granted planning permission in 2017 (DC16/278) and has been partly implemented and currently terminates to the northern boundary of the site. To facilitate the delivery of the waterfront pathway, running the whole length of the northern boundary of the site, the properties have had to be slightly readjusted eastwards in their location in order to maintain space between the public and private realms. The original boulevard design remains, together with properties fronting the waterfront in order to make the most of the views over the Leven and this is welcomed. Whilst the block dimensions have been slightly adjusted beyond the original design, the changes are not significant, and the overall arrangement mimics the pattern as approved. There is a reduction in height from the originally proposed tallest block of flats, with 6 storeys previously being proposed in some locations and four storeys now being proposed. 7.16 Whilst the original application was initially submitted in 2003, the design principles of the permission have stood the test of time. The design principles for the proposal remain in line with what has been previously approved with slight amendments due to the changes in heights. Concrete interlocking tiles remain the proposed material and colour finish for the roofs. Off white render remains proposed for the external walls also which will ensure a coherent palette of materials between what has already been developed and what is proposed. As part of the original permission buff, concrete facing bricks were approved. Since then, the Planning Service, through its focus on placemaking, has highly encouraged the use of high-quality materials including the use of clay bricks. This is reflected in the current proposal which includes clay facing bricks in a grey colour. 7.17 Overall, it is considered that the amendment to house types, inclusive of the design changes required to accommodate this are acceptable in relation to the current policies as set out above. The inclusion of the waterfront path enables the previously consented and partially built path to continue from the town centre, through this site and towards Dumbarton Castle. Trees, landscaping and open space 7.18 The site comprises rough vegetation and small self-seeded trees which has resulted from the stalled development. No trees of significance will be impacted upon by the development. The approach to landscaping and open space follows that of the originally consented development with a treelined boulevard extending from Denny Page 245
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Road to the waterfront with open space and landscaping to the waterfront, along the waterfront pathway. The final detail of the landscaping and planting can be addressed by condition. With this approach it is considered that the landscaping and range of open spaces will all contribute to the overall success of the transformation of this vacant site. Residential amenity 7.19 Due to the stalled nature of the wider development on site, occupation by new residents within phases 1, 2 and the first block of phase 3 occurred some time ago and therefore residential properties lie adjacent to the development site. It is accepted that any development project will generate an element of noise and activity during construction, and this cannot be a determining factor in the assessment of the application. However, subject to the conditions recommended by Environmental Health, including those in respect of construction hours and dust control, a suitable level of residential amenity will be maintained during the construction phase. The layout of the completed development does not raise any concerns regarding the impact upon the residential amenity of existing residents. 7.20 Through the current proposal it was highlighted by the Council’s Environmental Health Service that there were noise concerns regarding the proximity of the development to the adjacent supermarket which is occupied by Morrisons. The service yard for the supermarket backs on to the rear of the properties on the northern side of the boulevard. Whilst it is acknowledged that the currently consented properties could be constructed without any further assessment of noise impact or any requirement for mitigation, it was considered appropriate to consider the impact from noise sources based on the current, established approach for proposals of this nature. A noise impact assessment was submitted which recommends that mitigation measures are required in order to ensure no adverse impacts are created. Through discussions with the agent and the applicant it was agreed that an acoustic barrier was the preferred option in terms of mitigation rather than a bund and further amendments to the layout of the development in order to accommodate this. Environmental Health are content with the findings of the Noise Impact Assessment submitted. In regard to the closed window arrangement and adequate thermal regulation without having to open windows, this would ultimately be a matter to be addressed by the building warrant process but it is noted that such an arrangement has been successfully achieved at other residential developments where noise concerns arise. In proposing this arrangement, the applicant also considers that this can be achieved. Final details of the arrangement can be addressed by condition. It is recommended that any granting of permission includes a condition relating to the acoustic barrier being in place prior to occupation as well as a minimum standard for the barrier as these details have not been provided. The acoustic barrier itself, whilst a notable feature, does not raise any concerns in terms of visual impact where it is proposed to be located, nor do any overshadowing concerns arise. 7.21 Subject to the approach set out above, it is concluded that a suitable level of amenity for new residents will be achieved and no concerns arise in respect of existing residential amenity. Traffic, parking and sustainable transport 7.22 There is no change to the overall approach to the layout, access and parking within the development beyond the consented position. No traffic, parking or road safety concerns arise. The Council’s Roads Service recommend details of cycle storage to be submitted which can be conditioned. Page 246
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7.23 The site is located within a central, urban location, a short walk from Dumbarton Town Centre where a range of local services and transport options are available. The site is also in close proximity to two large supermarkets and a retail park. The incorporation of the waterfront pathway increases connections to the town centre and local facilities and this amendment will benefit the development overall. It is further considered that a travel information pack which encourages reduced dependency on the private car by highlighting the location of local amenities, public transport services and active travel routes should be provided to the residents of the new houses. This can be addressed by condition. Flood risk and water management 7.24 Notwithstanding the extant consent for the development of the site, the submitted application must be assessed in the current planning policy context. Since the submission of the application, NPF4 has become part of the development plan and when undertaking the assessment of the proposal, Policy 22 of NPF4 is therefore relevant. Policy 22 (Flood risk and water management) of NPF4 seeks to strengthen resilience to flood risk by promoting avoidance as a first principle and reducing the vulnerability of existing and future development to flooding. Policy 22 states that development proposals at risk of flooding or in a flood risk area will only be supported in certain circumstances, including the redevelopment of previously used sites in built up areas where the LDP has identified a need to bring these into positive use and where proposals demonstrate that long - term safety and resilience can be secured in accordance with relevant SEPA advice. In such cases, it will be demonstrated by the applicant that: all risks of flooding are understood and addressed; there is no reduction in floodplain capacity, increased risk for others, or a need for future flood protection schemes; the development remains safe and operational during floods; flood resistant and resilient materials and construction methods are used; and future adaptations can be made to accommodate the effects of climate change. 7.25 A fresh consultation was undertaken with SEPA in the context of the updated position within NPF4. Following a full assessment, SEPA offer no objection to the proposed substitution of house types and amendments to the site layout due to being satisfied that a suitable level of information outlining the methodology, supported by the technical report, has been provided outlining how the peak water levels for the site in a 1 in 200 year plus climate change scenario have been derived. The finished floor level for all the units shown on Drawing 159348/8001 are now at or above the elevation of the design flood level plus freeboard - 5.70mAOD. It is considered that subject to condition the development proposal is acceptable with reference to with the adopted Local Plan and proposed Local Development Plan policies and with the increased flood resilience resulting from the additional conditioned requirements and the more compliant with Policy 22 of NPF4. Ecology, biodiversity and protected species 7.26 In previously granting planning permission for the wider residential development, it was accepted that the site could be developed without an adverse impact upon ecology, biodiversity and protected species. It remains this consented development could be completed without further consideration of these matters. The vegetation now on site has the potential to allow for nesting birds and the potential impact from site clearance can be addressed by condition as can the requirement to set out the approach to biodiversity enhancement as now required by NPF4. 7.27 Within the vicinity of the site, there are natural heritage interests of international importance including the Inner Clyde Special Protection Area (SPA) classified for its overwintering Redshank and the adjacent stretch of the River Level used by Atlantic Page 247
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Salmon accessing the Endrick Water Special Area of Conservation (SAC). NatureScot are satisfied that that these will not be adversely affected by the proposal. An Appropriate Assessment has also been undertaken which has been accepted by NatureScot. The requirement for a construction management plan to protect these interests can be addressed by condition. Other matters 7.28 The Council’s Environmental Health Service were consulted on the application and had no objections to the proposal subject to conditions. Conditions relating to the acoustic fence and construction matters are discussed above. The further recommended conditions relate to contaminated land. As such it is recommended that any granting of permission should include such condition in order to protect public health and to ensure that the site is suitable for its intended use. This approach reflects that previously taken in granted consent for the site. 7.29 The approach to incorporate renewable energy technologies can be addressed by condition. Outstanding matters raised in representations 7.30 Considering the points within the objections, whilst there are bin stores located within the vehicle parking areas they are not located hard against the boundary with the neighbouring properties. There is 2m distance between the bin store and the fence line with the landscape buffer strip in between the bins and neighbouring fences. In regard to the Building Standards regulations, this would be for a building warrant to consider, however bin stores within vehicle parking areas for flats in common within development proposals. It is overall, considered that the location of the bin stores is acceptable. 8. CONCLUSION 8.1 The acceptability of re-development of the site has previously been established with the granting of planning permission in principle (ref: DC03-284). This application proposes to substitute house types with amendments to the layout of the original permission. 8.2 Subject to conditions, including a condition addressing biodiversity to comply with policies 3 – Biodiversity and 11 – Energy of NPF4 and having assessed the proposal with reference to NPF4, it remains that, subject to the conditions set out below, it is considered that the proposal is acceptable with reference to the development plan. The proposal will deliver a high-quality development within an accessible location and also facilitate the delivery of the waterfront pathway through the site. Planning permission should therefore be granted for the amended proposal. 9. CONDITIONS 1. Prior to the commencement of development on site, exact details, specifications and samples of all proposed external materials to be used within the development site shall be submitted to and approved in writing by the Planning Authority. For the avoidance of doubt, all facing bricks to be used shall be good quality clay bricks. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved material details and palette. Reason: In the interest of visual amenity. Page 248
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2. Further to Condition 1 above, prior to the approved brickwork associated with any house being constructed on site, a sample panel of the brickwork shall be constructed on site in order for it and the associated mortar to be reviewed, inspected and approved in writing by the Planning Authority. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved brick details. Reason: In the interest of visual amenity. 3. Prior to the commencement of works on site, full details of the phasing and build programme for the development, inclusive of the delivery of the waterfront pathway to the riverside, shall be submitted to and approved in writing by the Planning Authority. Works shall then proceed as approved unless otherwise first agreed in writing by the Planning Authority. Reason: To ensure the development is delivered in an appropriate manner and ensure the delivery of the waterfront pathway. 4. Notwithstanding the approved plans, an acoustic barrier shall be installed prior to the occupation of any residential unit herby consented. The acoustic barrier, as shown in blue on drawing AL(0203) Rev C, shall be of a solid construction with no gaps between the fence panels, post of at the junction with the ground and must have a surface density of at least 10kg/m2. Thereafter the acoustic barrier shall be maintained for the lifetime of the development. Reason: To ensure that no adverse noise impact for the proposed homes, in the interests of residential amenity. 5. Prior to the commencement of works on site, final details of the approach to achieve adequate thermal regulation without having to open windows can be achieved as set out within the noise impact assessment shall be submitted to and approved in writing by the Planning Authority. The development shall then be implemented as approved unless otherwise first agreed in writing by the Planning Authority. Reason: To ensure that no adverse noise impact for the proposed homes, in the interests of residential amenity. 6. Prior to commencement details of cycle parking at a rate of 1 space per dwelling (house or flat) shall be provided. Thereafter the development shall be implemented in accordance with the approved details unless otherwise agreed in writing by the Planning Authority. Reason: To ensure that sufficient cycle parking is provided, 7. Prior to the commencement of development on site, a Biodiversity Enhancement Plan setting out how the proposal enhances biodiversity beyond the current baseline, together with the implementation on site, shall be submitted to and approved in writing by the Planning Authority. All measures shall then be implemented as approved. Thereafter, unless otherwise agreed in writing with the Planning Authority, the development shall be completed in accordance with the approved plan. Reason: In the interest of biodiversity. 8. No removal of trees and vegetation shall take place during the bird nesting season March to September inclusive unless first agreed in writing by the Planning Authority, Page 249
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and a nesting bird survey shall be undertaken not more than 48 hours prior to the commencement of site clearance works, the findings of which shall be submitted and agreed by the Planning Authority. Reason: In the in interests of the protection of breeding birds 9. Prior to commencement of development on site, a detailed hard and soft landscaping plan, inclusive of a full planting schedule, shall be submitted for the further written approval of the Planning Authority. Thereafter, the approved hard and soft landscaping and all associated approved planting details shall be implemented within a timescale to be agreed with the Planning Authority prior to the commencement of works on site. Reason: In the interests of visual amenity and biodiversity. 10. Any trees, shrubs or areas of grass which die, are removed, damaged or become diseased within five years of completion of the landscaping shall be replaced within the following year with others of a similar size and species. Reason: In the interests of visual amenity and biodiversity. 11. That full details of maintenance and management for the landscaping approved shall be submitted to and approved in writing by the Planning Authority prior to the occupation of the first dwellinghouse hereby permitted. Management and maintenance shall commence upon completion of the landscaping. Reason: In the interests of visual amenity and biodiversity. 12. Prior to commencement, a Construction Method Statement shall be submitted to, and approved in writing by Planning Authority in consultation with NatureScot. This shall include full details of measures that will be implemented to minimise noise impacts on roosting Special Protection Area redshank and screen the development during any construction works carried out in the wintering period (September to April inclusive). The construction method statement shall also detail the measures that will be used to prevent pollution. Reason: To ensure there are no adverse impacts created upon the Special Protection Area. 13. Prior to the occupation of any house or flat, the parking provision associated to that house or flat shall be completed and be available for use by residents of the associated with the house or flat. The parking provision shall then remain unobstructed and available for use by residents of the associated house or flat at all times thereafter. Reason: To ensure adequate parking provision is in place for the development. 14. Prior to the occupation of the first house or flat within the site, the developer shall install the necessary infrastructure to enable the full development and all associated properties to be connected to the existing fibre optic network, where available in West Dunbartonshire, and in accordance with the relevant telecommunications provider's standards. Reason: To ensure compliance with Policy CON4 of the West Dunbartonshire Proposed Local Development Plan 2 (2020) and in the interests of securing the facilities to support local communities. Page 250
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15. No house or flat shall be occupied until the contents of a Travel Information Pack which encourages reduced dependency on the private car by highlighting the location of local amenities, public transport services and active travel routes is submitted to and approved in writing by the Planning Authority. Thereafter, on the occupation of each dwelling, the approved Travel Information Pack shall be provided to new residents. Reason: In order to be consistent with the requirement of National Planning Framework 4 (NPF4) for sustainable transport. 16. During the period of construction, all works and ancillary operations which are audible at the site boundary (or at such other place(s) as may first be agreed in writing with the Planning Authority), shall be carried out between the following hours unless otherwise first agreed in writing by the Planning Authority: Mondays to Fridays: 0800 - 1800 Saturdays: 0800 - 1300 Sundays and public holidays: No Working Reason: To ensure that the development does not adversely affect the amenity of neighbouring properties by creasing excessive noise and disturbance at unsocial hours. 17. No commercial vehicle making deliveries to, or collecting material from, the development during construction shall enter or leave the site before 0800 or after 1800, unless otherwise first agreed in writing by the Planning Authority. Reason: To minimise noise and disturbance to nearby residents at unsocial hours. 18. No piling works shall be carried out until a method statement has been submitted to and approved in writing by the Planning Authority. This statement shall include an assessment of the impact of the piling on surrounding properties, taking into account the guidance contained in BS 6472: 1984 'Evaluation of Human Response to Vibration in Buildings'. It shall detail any procedures which are proposed to minimise the impact of noise and vibration on the occupants of surrounding properties. This statement shall be prepared by a suitably qualified person, and the piling works shall thereafter be carried out in accordance with the approved method statement. Reason: To minimise noise and disturbance to neighbouring residents/occupants during construction. 19. Prior to the commencement of development on site a scheme for the control and mitigation of dust shall be submitted to and approved in writing by the Planning Authority. The scheme shall identify likely sources of dust arising from the development or its construction, and shall identify measures to prevent or limit the occurrence and impact of such dust. The approved scheme shall thereafter be implemented fully prior to any of the identified dust generating activities commencing on site and shall be maintained thereafter, unless otherwise first agreed by the Planning Authority. Reason: To minimise the occurrence of dust, in the interests of the amenity of the area. 20. No development shall commence on site until such time as a noise control method statement for the construction period has been submitted to and approved in writing by the Planning Authority. This statement shall identify likely sources of noise (including specific noisy operations and items of plant/machinery), the anticipated duration of any particularly noisy phases of the construction works, and details of the Page 251
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proposed means of limiting the impact of these noise sources upon nearby residential properties and other noise-sensitive properties. The construction works shall thereafter be carried out in accordance with the approved method statement unless otherwise approved in writing by the Planning Authority. Reason: To minimise noise and disturbance to neighbouring residents/occupants during construction. 21. No development (other than investigative works) shall commence on site until such time as a detailed report on the nature and extent of contamination on the site has been submitted to and approved in writing by the Planning Authority. The report shall be prepared by a suitably qualified person and shall include: a) A detailed site investigation identifying the extent, scale and nature of contamination on the site (irrespective of whether this contamination originates on the site); b) An assessment of the potential risk (where applicable) to: Human health Property (existing and proposed), including buildings, crops, livestock, pets, wood land and service lines and pipes Groundwater and surface waters Ecological systems Archaeological sites and ancient monuments c) An appraisal of remedial options, including a details remediation scheme based on the preferred option. Reason: To protect public health and to ensure that the site is suitable for its intended use. 22. No development (other than investigative works) shall commence on site until such time as a detailed remediation scheme for the site has been submitted to and approved in writing by the Planning Authority. The scheme shall be prepared by a suitable qualified person and shall detail the measures necessary to bring the site to a condition suitable for the intended use by removing unacceptable risk to human health, building and other property and the natural and historical environment. The scheme shall include details of all works to be undertaken, the remediation objections and criteria, a timetable of works and/or details of the phasing of works relative to the rest of the development, and site management procedures. The scheme shall ensure that upon completion of the remediation works the site will not qualify as contaminated land under Environmental Protection Act 1990 Part IIA in relation to the intended use of the land after remediation. Reason: To protect public health and to ensure that the site is suitable for its intended use. 23. The approved remediation scheme shall be carried out in accordance with its terms prior to the commencement od development other than that required to carry out remediation, unless otherwise agreed in writing by the Planning Authority. The Planning Authority shall be notified in writing of the intended commencement of remediation works not less than 14 days before these works commence on site. Page 252
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Upon completion of the remediation works and prior to the site being occupied, a verification report which demonstrates the effectiveness of the completed remediation works shall be submitted to and approved in writing by the Planning Authority. Reason: To protect public health and to ensure that the site is suitable for its intended use. 24. The presence of any previously unencountered contamination that becomes evident during the development of the site shall be reported to the Planning Authority in writing within one week, and work on the affected area shall cease. At this stage, if requested by the Planning Authority, an investigation and risk assessment shall be undertaken and an amended remediation scheme shall be submitted to and approved by the Planning Authority prior to the recommencement of works in the affected area. The approved details shall be implemented as approved. Reason: To protect public health and to ensure that the site is suitable for its intended use. Michael Mulgrew Planning, Building Standards and Environmental Health Manager Date: 3rd December 2025 Person to Contact: Michael Mulgrew, Planning & Building Standards Manager Email: Michael.Mulgrew@west-dunbarton.gov.uk James McColl, Development Management Team Leader Email: James.McColl@west-dunbarton.gov.uk Appendix: Location Plan Background Papers: 1. Application forms and plans 2. Representations 3. Consultation responses 4. National Planning Framework 4 5. West Dunbartonshire Local Plan 2010 6. Proposed West Dunbartonshire Local Development Plan 2 2020, as amended 7. Creating Places Guidance (2022) 8. Green Network and Green Infrastructure Guidance (2022) 9. Planning application DC03-284 Wards affected: Ward 3 (Dumbarton) Page 253
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Revised Proposed Conditions 1. Prior to the commencement of development on site, exact details, specifications and samples of all proposed external materials to be used within the development site shall be submitted to and approved in writing by the Planning Authority. For the avoidance of doubt, all facing bricks to be used shall be good quality clay bricks. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved material details and palette. Reason: In the interest of visual amenity. 2. Further to Condition 1 above, prior to the approved brickwork associated with any house being constructed on site, a sample panel of the brickwork shall be constructed on site in order for it and the associated mortar to be reviewed, inspected and approved in writing by the Planning Authority. Thereafter, unless otherwise first agreed in writing with the Planning Authority, the development shall be completed in strict accordance with the approved brick details. Reason: In the interest of visual amenity. 3. Prior to the commencement of works on site, full details of the phasing and build programme for the development, inclusive of the delivery of the waterfront pathway to the riverside, shall be submitted to and approved in writing by the Planning Authority. Works shall then proceed as approved unless otherwise first agreed in writing by the Planning Authority. Reason: To ensure the development is delivered in an appropriate manner and ensure the delivery of the waterfront pathway. 4. Notwithstanding the approved plans, an acoustic barrier shall be installed prior to the occupation of any residential unit herby consented. The acoustic barrier, as shown in blue on drawing AL(0203) Rev C, shall be of a solid construction with no gaps between the fence panels, post of at the junction with the ground and must have a surface density of at least 10kg/m2. Thereafter the acoustic barrier shall be maintained for the lifetime of the development. Reason: To ensure that no adverse noise impact for the proposed homes, in the interests of residential amenity. 5. Prior to the commencement of works on site, final details of the approach to achieve adequate thermal regulation without having to open windows can be achieved as set out within the noise impact assessment shall be submitted to and approved in writing by the Planning Authority. The development shall then be implemented as approved unless otherwise first agreed in writing by the Planning Authority. Reason: To ensure that no adverse noise impact for the proposed homes, in the interests of residential amenity. 6. Prior to commencement details of cycle parking at a rate of 1 space per dwelling (house or flat) shall be provided. Thereafter the development shall be implemented in accordance with the approved details unless otherwise agreed in writing by the Planning Authority. Reason: To ensure that sufficient cycle parking is provided, APPENDIX 2 Page 254
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7. Prior to the commencement of development on site, a Biodiversity Enhancement Plan setting out how the proposal enhances biodiversity beyond the current baseline, together with the implementation on site, shall be submitted to and approved in writing by the Planning Authority. All measures shall then be implemented as approved. Thereafter, unless otherwise agreed in writing with the Planning Authority, the development shall be completed in accordance with the approved plan. Reason: In the interest of biodiversity. 8. No removal of trees and vegetation shall take place during the bird nesting season March to September inclusive unless first agreed in writing by the Planning Authority, and a nesting bird survey shall be undertaken not more than 48 hours prior to the commencement of site clearance works, the findings of which shall be submitted and agreed by the Planning Authority. Reason: In the in interests of the protection of breeding birds 9. Prior to commencement of development on site, a detailed hard and soft landscaping plan, inclusive of a full planting schedule and locations and design of all external bin stores, shall be submitted for the further written approval of the Planning Authority. Thereafter, the approved hard and soft landscaping and all associated approved planting details shall be implemented within a timescale to be agreed with the Planning Authority prior to the commencement of works on site. Reason: In the interests of visual amenity and biodiversity. 10. Any trees, shrubs or areas of grass which die, are removed, damaged or become diseased within five years of completion of the landscaping shall be replaced within the following year with others of a similar size and species. Reason: In the interests of visual amenity and biodiversity. 11. That full details of maintenance and management for the landscaping approved shall be submitted to and approved in writing by the Planning Authority prior to the occupation of the first dwellinghouse hereby permitted. Management and maintenance shall commence upon completion of the landscaping. Reason: In the interests of visual amenity and biodiversity. 12. Prior to commencement, a Construction Method Statement shall be submitted to, and approved in writing by Planning Authority in consultation with NatureScot. This shall include full details of measures that will be implemented to minimise noise impacts on roosting Special Protection Area redshank and screen the development during any construction works carried out in the wintering period (September to April inclusive). The construction method statement shall also detail the measures that will be used to prevent pollution. Reason: To ensure there are no adverse impacts created upon the Special Protection Area. 13. Prior to the occupation of any house or flat, the parking provision associated to that house or flat shall be completed and be available for use by residents of the associated with the house or flat. The parking provision shall then remain unobstructed and available for use by residents of the associated house or flat at all times thereafter. Page 255
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Reason: To ensure adequate parking provision is in place for the development. 14. Prior to the occupation of the first house or flat within the site, the developer shall install the necessary infrastructure to enable the full development and all associated properties to be connected to the existing fibre optic network, where available in West Dunbartonshire, and in accordance with the relevant telecommunications provider's standards. Reason: To ensure compliance with Policy CON4 of the West Dunbartonshire Proposed Local Development Plan 2 (2020) and in the interests of securing the facilities to support local communities. 15. No house or flat shall be occupied until the contents of a Travel Information Pack which encourages reduced dependency on the private car by highlighting the location of local amenities, public transport services and active travel routes is submitted to and approved in writing by the Planning Authority. Thereafter, on the occupation of each dwelling, the approved Travel Information Pack shall be provided to new residents. Reason: In order to be consistent with the requirement of National Planning Framework 4 (NPF4) for sustainable transport. 16. During the period of construction, all works and ancillary operations which are audible at the site boundary (or at such other place(s) as may first be agreed in writing with the Planning Authority), shall be carried out between the following hours unless otherwise first agreed in writing by the Planning Authority: Mondays to Fridays: 0800 - 1800 Saturdays: 0800 - 1300 Sundays and public holidays: No Working Reason: To ensure that the development does not adversely affect the amenity of neighbouring properties by creasing excessive noise and disturbance at unsocial hours. 17. No commercial vehicle making deliveries to, or collecting material from, the development during construction shall enter or leave the site before 0800 or after 1800, unless otherwise first agreed in writing by the Planning Authority. Reason: To minimise noise and disturbance to nearby residents at unsocial hours. 18. No piling works shall be carried out until a method statement has been submitted to and approved in writing by the Planning Authority. This statement shall include an assessment of the impact of the piling on surrounding properties, taking into account the guidance contained in BS 6472: 1984 'Evaluation of Human Response to Vibration in Buildings'. It shall detail any procedures which are proposed to minimise the impact of noise and vibration on the occupants of surrounding properties. This statement shall be prepared by a suitably qualified person, and the piling works shall thereafter be carried out in accordance with the approved method statement. Reason: To minimise noise and disturbance to neighbouring residents/occupants during construction. 19. Prior to the commencement of development on site a scheme for the control and mitigation of dust shall be submitted to and approved in writing by the Planning Authority. The scheme shall identify likely sources of dust arising from the development Page 256
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or its construction, and shall identify measures to prevent or limit the occurrence and impact of such dust. The approved scheme shall thereafter be implemented fully prior to any of the identified dust generating activities commencing on site and shall be maintained thereafter, unless otherwise first agreed by the Planning Authority. Reason: To minimise the occurrence of dust, in the interests of the amenity of the area. 20. No development shall commence on site until such time as a noise control method statement for the construction period has been submitted to and approved in writing by the Planning Authority. This statement shall identify likely sources of noise (including specific noisy operations and items of plant/machinery), the anticipated duration of any particularly noisy phases of the construction works, and details of the proposed means of limiting the impact of these noise sources upon nearby residential properties and other noise-sensitive properties. The construction works shall thereafter be carried out in accordance with the approved method statement unless otherwise approved in writing by the Planning Authority. Reason: To minimise noise and disturbance to neighbouring residents/occupants during construction. 21. No development (other than investigative works) shall commence on site until such time as a detailed report on the nature and extent of contamination on the site has been submitted to and approved in writing by the Planning Authority. The report shall be prepared by a suitably qualified person and shall include: a) A detailed site investigation identifying the extent, scale and nature of contamination on the site (irrespective of whether this contamination originates on the site); b) An assessment of the potential risk (where applicable) to: Human health Property (existing and proposed), including buildings, crops, livestock, pets, wood land and service lines and pipes Groundwater and surface waters Ecological systems Archaeological sites and ancient monuments c) An appraisal of remedial options, including a details remediation scheme based on the preferred option. Reason: To protect public health and to ensure that the site is suitable for its intended use. 22. No development (other than investigative works) shall commence on site until such time as a detailed remediation scheme for the site has been submitted to and approved in writing by the Planning Authority. The scheme shall be prepared by a suitable qualified person and shall detail the measures necessary to bring the site to a condition suitable for the intended use by removing unacceptable risk to human health, building and other property and the natural and historical environment. The scheme shall include details of all works to be undertaken, the remediation objections and criteria, a timetable of works and/or details of the phasing of works relative to the rest of the development, and site management procedures. The scheme shall ensure that upon completion of the remediation works the site will not qualify as contaminated land under Page 257
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Environmental Protection Act 1990 Part IIA in relation to the intended use of the land after remediation. Reason: To protect public health and to ensure that the site is suitable for its intended use. 23. The approved remediation scheme shall be carried out in accordance with its terms prior to the commencement od development other than that required to carry out remediation, unless otherwise agreed in writing by the Planning Authority. The Planning Authority shall be notified in writing of the intended commencement of remediation works not less than 14 days before these works commence on site. Upon completion of the remediation works and prior to the site being occupied, a verification report which demonstrates the effectiveness of the completed remediation works shall be submitted to and approved in writing by the Planning Authority. Reason: To protect public health and to ensure that the site is suitable for its intended use. 24. The presence of any previously unencountered contamination that becomes evident during the development of the site shall be reported to the Planning Authority in writing within one week, and work on the affected area shall cease. At this stage, if requested by the Planning Authority, an investigation and risk assessment shall be undertaken and an amended remediation scheme shall be submitted to and approved by the Planning Authority prior to the recommencement of works in the affected area. The approved details shall be implemented as approved. Reason: To protect public health and to ensure that the site is suitable for its intended use. 25. Prior to the commencement of development, details of the location of electric vehicle charging points/units and associated infrastructure shall be submitted to, and approved in writing by, the Planning Authority. The approved infrastructure shall thereafter be installed in accordance with the approved details at a timescale agreed by the Planning Authority and maintained at all times thereafter. Reason: To ensure that the necessary electric vehicle charging infrastructure is in place commensurate with development build out. 26. Notwithstanding the provisions of the Town and Country Planning (General Permitted Development) (Scotland) Order 1992, unless otherwise agreed in writing, prior to the commencement of development on the site, details of any street furniture, inclusive of grit bins and telecommunications cabinets, shall be submitted to, and approved in writing by, the Planning Authority. Reason: In the interests of visual amenity. Page 258
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer Roads and Neighbourhood West Dunbartonshire Council – 17 December 2025 Subject: Gruggies Burn Flood Alleviation Scheme 1. Purpose 1.1 The purpose of this report is to update members on the progress delivering the Gruggies Burn Flood Alleviation Scheme, advise of associated costs and confirm the Scottish Government funding position. 2. Recommendations 2.1 It is recommended that Council: i) Note that following development of the detailed design the costs have significantly increased since scheme conception in 2016. ii) Approve the delivery of Option 1 – Full Scheme and agrees the Council contribution of £8.94m capital funding, which has a borrowing requirement of £0.225m per annum. iii) Note the funding milestone of 31st March 2026 for construction tender award. iv) Authorise the Chief Officer Regulatory and Regeneration to conclude negotiations in relation to the finalisation and signing of the construction contract. v) Grant delegated authority to Chief Officer Roads and Neighbourhood and Chief Officer Regulatory and Regeneration, in consultation with the Procurement Manager, to award any procurement and contract awards related to Gruggies Burn Flood Alleviation Scheme using appropriate procurement routes. 3. Background 3.1 The Flood Risk Management (Scotland) Act 2009 established a modern framework for managing flood risk across Scotland. It aims to reduce the harmful effects of flooding on people, property and the environment through sustainable and coordinated planning. ITEM 14 Page 259
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3.2 The Flood Risk Management Act established three 6 year cycles of actions with the Scottish Government committing £420m of funding for schemes identified in Cycle 1. 42 schemes were identified across Scotland through this process with funding to be provided over a 10 year period. 3.3 West Dunbartonshire Council’s (the Council) Gruggies Burn Flood Alleviation project was one of the Cycle 1 schemes identified and prioritised through this process. 3.4 The Flood Risk Plan for Dumbarton was originally completed in 2012, one of the flood actions highlighted in that report was the development of a flood alleviation scheme for the Gruggies Burn. 3.5 The Gruggies Burn is the source of significant flooding in the Dumbarton East area due its steep catchment and rapid runoff. Due to its location, it is subject to fluvial (watercourse) and pluvial (surface water) flooding. As the burn also discharges into the River Clyde, which is a tidal river, the Burn is also affected by coastal flooding in periods of high tide. 3.6 The initial scheme was developed and submitted to the Scottish Government for prioritisation and funding as part of the Cycle 1 funding. The scheme costs were expected to be £20m. At that stage however only high-level assessment and design had been undertaken. 3.7 All projects identified through this process were awarded grant funding of 80% of the scheme costs with the remaining 20% to be funded by the Local Authority. 3.8 The Gruggies Burn Flood Alleviation Scheme was awarded grant funding of £16 m by the Scottish Government in 2016 as a Cycle 1 Scheme. A breakdown of the initial project costs and funding is shown below. Initial Project Funding £(m) Total Original Scheme Costs 20 West Dunbartonshire Council Funding (20%) 4 Scottish Government Funding (80%) 16 3.9 A large portion of Cycle 1 schemes reported significantly increased costs from their initial design. Consequently, it became clear, the total funding available for delivery of all the Cycle 1 schemes was insufficient. The Scottish Government instructed a pause on all scheme progression in 2019 until funding levels could be reviewed and agreed. 3.10 Although progress was initially paused, the Roads Service submitted a report to IRED Committee in 2021 requesting that funds be made available to continue to progress the detailed design for the scheme whilst awaiting a decision at national level, and the Service have been progressing with this process. Page 260
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3.11 The Scottish Government, after review, allowed projects to progress in 2022 however to ensure that Cycle 1 could be concluded placed several conditions on the projects identified. 3.12 As a result, all local authorities wishing to progress their projects had to: - 1. Confirm their intention to undertake the works by October 2023. 2. Undertake all public consultation and notify the project by March 2024 3. Complete all design works and have the contract awarded by March 2026. Any local authority who fails to achieve any of the above targets would not be funded for the schemes identified. 4. Main Issues 4.1 We confirmed our intention to progress the project and undertook the required design and consultation works which allowed for the project to be notified to meet the deadline of 31st March 2024. 4.2 We have also progressed the final detailed design to allow us to meet the final deadline of 31st March 2026 for tender award. 4.3 All design work has been delivered through the SCAPE Civil Engineering Framework by Balfour Beatty. Through undertaking the design works the Council have been able to regularly review costs and ensure ability for appointment of the construction contract in time to meet the required deadline. 4.4 Like many other projects identified in Cycle 1, the original estimated costs were based on a high-level assessment of the potential works involved. As the detailed designs have progressed, the construction elements of the project have been assessed in more detail, and the true nature of the expected cost has been more clearly determined. 4.5 In addition to more clarity of the scale of works involved there has been a significant increase in construction costs including the impact of inflation. Additionally, SEPA now require schemes to factor in a 40% adjustment for the effects of climate change which has resulted in increased capacity requirements within the scheme. 4.6 The full project will include several key elements: - 1. Installation of 4m wide Diversion Culvert from Strowans Well Road to outfall at Hunter Burn into the River Clyde 2. Construction of a new Inlet Structure to slow down the water and divert the water from the Gruggies Burn into the diversion culvert Page 261
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3. Construction of new Coastal Defense Walls 4. Coastal Embankments 5. Flood Gate 4.7 It is anticipated the cost to deliver the full scheme and deliver all benefits will be £44.7m. In addition to the construction costs this figure also includes all preliminary site investigation and design works, all anticipated major utility service diversions and various ancillary works to facilitate the delivery of the project. 4.8 Although costs have increased significantly, the Council has been working with the designers to minimise construction costs. Through a value engineering exercise, which has included the implementation of an innovative hybrid high grade PVC/Concrete culvert approach, savings have been made. 4.9 The Council will continue to explore any cost saving opportunities throughout the project stages. 4.10 The Scottish Government have been kept updated throughout the design process on the projected costs and the Council have been seeking assurances that the funding levels provided will remain at 80% of the overall costs at final tender stage rather than the original £20m estimate. 4.11 A recent letter provided by the Scottish Government on 5th November 2025 has confirmed the current agreed position is that the grant will be fixed at 80% costs when the scheme costs are confirmed after tender stage. 4.12 They do highlight that as the grant will be fixed at the final tender stage, should any additional costs exceed this value no additional grant is payable. The service has included a level of bias in the predicted figures and tender process to accommodate a level of unforeseen risk. 4.13 As funding levels could not be confirmed and the potential increased costs to the Council were not clear, a phased construction approach was incorporated into the design so consideration could be given to partial installation should funding levels require. 4.14 Through this approach 3 delivery options have been developed for members to consider. • Option 1 – Full Scheme Delivery • Option 2 – Delivery of Inlet and Diversion Culvert • Option 3 – Delivery of Coastal Defences and Flood Gates Page 262
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Option 1 – Full Scheme Delivery 4.15 Option 1 is the full delivery of the scheme and will ensure the anticipated overall benefits for local residents are achieved, however with the requirement for 20% contribution of funding it requires the largest capital investment from the Council. 4.16 This option would require a total capital investment of £8.94m from the Council, which is an additional £4.94m on the original value. 4.17 Full scheme delivery provides the biggest reduction in flood risk to the area and delivers on the information provided to elected members and residents throughout the consultation process. 4.18 A cost benefit analysis for the full scheme highlights that 631 properties will benefit from reduced flood risk against fluvial (river) and pluvial (surface water) events. The whole life benefit cost for the full delivery of the project would be £70m. Overall the project provides a cost benefit ratio of 1.64. For a scheme to be considered to deliver a benefit a cost benefit ratio should be in excess of 1.0. 4.19 Option 1 – Full Scheme Delivery Costs Summary Revised Project Delivery Costs £(m) West Dunbartonshire Council Funding (20%) 8.94 Scottish Government Funding (80%) 35.76 Total Scheme Costs 44.70 Option 2 – New Inlet and Diversion Culvert 4.20 The primary benefit of the scheme comes from the construction of the culvert and weir as the primary source of flooding is identified as watercourse and surface water flood risk. Option 2 allows for the delivery of the main benefits of the scheme but reduces the expected Council contribution. 4.21 This approach also ensures the Council maximises the opportunity for the local area from the available Scottish Government funding whilst leaving the smallest elements with the lower overall benefit to be delivered at a later stage should additional funding become available. 4.22 Of the two partial delivery options the construction of the culvert and weir provides the highest reduction in flood risk and addresses the most frequent flood issues in the Dumbarton area. Page 263
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4.23 If progressing with this option, the Council would likely receive limited public negativity as it delivers the main objectives of the scheme and leaves the potential for the coastal elements to be delivered at a later date. 4.24 This option only reduces the number of properties benefiting by 5 less to 626 properties. However, it should be noted that these properties would only be protected against fluvial risk. 305 of the properties in the area would still be at risk of tidal flooding when tide levels are high. The whole life cost benefit for this option is £44m and the cost benefit ratio is 1.18. 4.25 Option 2 – Construction of Culvert and Inlet Cost Summary Revised Project Delivery Costs £(m) West Dunbartonshire Council Funding (20%) 7.84 Scottish Government Funding (80%) 31.36 Total Culvert Scheme Costs 39.20 Option 3 – Construction of Coastal Defences and Flood Gate Only 4.26 Coastal flooding in this area only occurs in periods of high tide when water levels in the burn are increased due to the volume of rainfall. In these circumstances although a proportion of properties are at risk of flooding, water levels can quickly dissipate as the tide level reduces. 4.27 This option provides the lowest overall benefit to the area. 4.28 It is likely that progressing with this option alone may receive public criticism as it would fail to deliver on a significant portion of the scheme’s aims and objectives. As any Scottish Government funding in future years is likely to be focused on Cycle 2 delivery it is unlikely this scheme would receive further funding. 4.29 The delivery of option 3 will provide a benefit to 310 properties in total with this risk being restricted to tidal flooding only. There would be no benefit or protection provided for flooding resulting from heavy rain or capacity issues within the Gruggies Burn. 4.30 The cost benefit ratio remains high at 2.05 due to the significant reduction in overall costs and has a whole life cost benefit of £26m. Page 264
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4.31 Option 3 – Construction of Coastal Defences Cost Summary Revised Project Delivery Costs £(m) West Dunbartonshire Council Funding (20%) 2.94 Scottish Government Funding (80%) 11.76 Total Original Scheme Costs 14.70 4.32 Overall Option Summary Initial Estimate Option 1 Option 2 Option 3 Total £20m £44.7m £39.2m £14.7m West Dunbartonshire Council Contribution (20%) £4.0m £8.94m £7.84m £2.94m Scottish Government Contribution (80%) £16.0m £35.76m £31.36m £11.76m Whole Life Cost Benefit £70m £44m £26m Cost Benefit Ratio 1.64 1.18 2.05 Properties Protected 370 631 626 310 The initial estimate was based on full delivery of the scheme in 2016. 5. People Implications 5.1 There are no people implications associated with this proposal. 6. Financial and Procurement Implications 6.1 Taking account of the contributions anticipated from the Scottish Government the capital cost increase to the Council for full project delivery is £4.94m additional to the £4m in the original project scope. The borrowing requirement of £8.94m has an estimated revenue implication of £4.5m which will be spread over the life of the loan. (at approximately £0.225m per annum – this estimate is based on a 20 year loan at 4,25% - this in indicative as the actual amount will depend on the interest rate when the borrowing occurs) 6.2 All options will also require legal and procurement support to ensure the construction tender is awarded by 31st March 2026. Page 265
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7. Risk Analysis 7.1 There is a risk with any project of the size and complexity of increased construction costs due to unforeseen difficulties. Any delay to construction commencing may also increase costs due to rising material costs, however an element of risk has been built into the current costs. 7.2 Mitigation measures and value engineering of design options was undertaken before costs were refined, therefore reducing some risks related to cost increases. 7.3 The funding supplied by Scottish Government in fixed at 80% of the final tender package. If final costs are higher (for example through compensation events or contract variations) no additional funding is payable. Any additional costs will need to be funded directly by the Council. 7.4 The Scottish Government have advised that they are currently considering whether new affordability measures are necessary to bring the overall programme of Cycle 1 flood schemes within the available funding envelope. However, the only measure in place at this time is 31 March 2026 milestone for any remaining schemes. 8. Equalities Impact Assessment (EIA) 8.1 A completed EIA was undertaken as part of the Detailed Design process and there have been no material changes in terms of impact on people with protected characteristics since. 9. Consultation 9.1 The detail contained within this report was considered by the Strategic Asset Management Group which is attended by representatives of all service areas. 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 Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 4 December 2025 Page 266
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Person to Contact: Liam Greene Roads and Transportation Manager Email: liam.greene@west-dunbarton.gov.uk Wards Affected: Dumbarton and Leven Wards Page 267
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council –17 December 2025 ___________________________________________________________________ Subject: General Services Revenue Budgetary Control Report to 31st October 2025 (Period 7) 1. Purpose 1.1 The purpose of this report is to advise Council of the 2025/26 Revenue Budget position at 31 October 2025 and the forecast position of the General Fund Reserve as at 31 March 2026. 2. Recommendations 2.1 Council is asked to: I. note the overall favourable variance (underspend) on the General Fund Revenue Budget of £3.055m, an improvement in forecast of £0.267m since last reported. II. note a projected adverse variance (overspend) on the General Services Delivery Budget of £0.435m (0.15% of total budget), an improvement in forecast of £0.267m since last reported III. note a projected use of earmarked reserves of £2.754m, offset by the release of £0.078m and the forecast earmarked balance of £12.905m. 3. Background 3.1 The revised 2025/26 revenue budget presented to Council in October was £312.263m. Since then, the Council has recognised the additional use of resources primarily relating to additional Extended Producer Responsibility (EPR) funding which revises the 2025/26 budget as follows: Service £m £m Revised budget as at P5 312.263 Additional Resources: Additional cost of the pay award All 0.03 Additional Extended Producer Responsibility funding RNT 0.186 Total Additional Resources 0.189 Revised Budget as at Period 7 312.452 ITEM 15 Page 269
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4. Main Issues Service Delivery Position 4.1 The summary report at Appendix 1 highlights a projected adverse variance (overspend) against General Services Delivery of £0.435m (0.15% of the total budget) but an overall favourable variance of £3.055m. This represents a £0.267m improvement on the position reported at P5. This is detailed in the table below. Appendix 2 provides more detailed service reports by Chief Officer, with explanations for the overspend provided in Appendix 3. £m £m Variance at Period 5 (2.788) Movement in Variance Resources: Further reduction in rental income Other adverse variances across the service 0.050 0.027 0.077 Regulatory & Regeneration: Favourable variance due to vacancies (0.066) (0.066) Citizens, Culture and Facilities Use of agency staff to cover vacancies across facilities management Increased food costs (catering) Reduced Clydebank Townhall income Other adverse variances across the service 0.127 0.057 0.029 0.028 0.241 Roads & Neighbourhood Services: Favourable variance due to vacancies within Roads offset by increased contractor payment Favourable variance due to vacancies in Grounds Maintenance Decrease in waste collection costs Under recovery of crematorium income Other adverse variances across the service (0.136) (0.182) (0.068) 0.037 0.016 (0.333) Housing & Employability: Favourable variance within the resettlement service. Government grant funding is forecast to exceed service delivery costs. Other adverse variances across the service (0.262) 0.020 (0.242) Miscellaneous Services Increase in unfunded pension costs 0.100 0.100 Other service movements less than £0.050m (0.044) (0.044) Total Movement in Service Delivery variance (0.267) General Fund variance at Period 7 (3.055) 4.2 Information on any projected annual variances in excess of £0.050m after the use of earmarked reserves, are highlighted and noted within Appendix 3, with additional information on action being taken to minimise or mitigate overspends where possible. Page 270
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Earmarked Reserve Position 4.3 Services are anticipating the use of £2.754m (Period 5: £2.304m) of earmarked reserves offset by £0.078m release in year. In addition, as a result of the reduction in contribution to Strathclyde Pension Fund a forecast £4.294m will be transferred to the pension smoothing reserve. It was agreed as part of the October finance update that £2.273m of suspense balances would be transferred to various earmarked reserves and an additional £0.220m transferred from unearmarked balances to rebuild the VR/VS earmarked reserve. Therefore, a total of £2.493m has been transferred into earmarked reserves for future use. Information on the earmarked reserve spend and transfers in are shown in Appendix 4. 4.4 The Council’s General Fund contingency (Prudential Target) is set at 3% of net expenditure for 2025/26 and amounts to £6.119m. After taking into consideration the forecast favourable position of £3.055m, the Council is currently forecast to be £0.066m above the current Prudential Target as at 31 March 2026. 4.5 Appendix 5 shows the latest position in respect of Unallocated and Earmarked Reserves and shows the projected balance as at 31 March 2026: Unearmarked Balance (£m) Earmarked Balance (£m) Total General Fund Reserves (£m) As at 31 March 2025 3.272 8.950 12.222 Projected in year use of reserves by General Services (0.435) (2.754) (3.189) Release of EMR 0.078 (0.078) 0 Discount on Loans 3.490 0 3.490 Transfer to Earmarked reserve (0.220) 2.493 2.273 Forecast in-year movement – Pension Saving 0.000 4.294 4.294 Projected Balance as at 31 March 2026 6.185 12.905 19.090 Monitoring of Efficiencies 4.6 A list of agreed efficiencies and management adjustments totalling £6.017m is shown within Appendix 6. Current indications show that £5.489m is on target to be achieved. However, Appendix 6 also shows that it is anticipated that £0.528m will not be achieved and will be funded by the smoothing fund. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications Page 271
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6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for both General Services revenue and capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) 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 which could affect the year end; (b) As a consequence of current market conditions, capital receipts may either not be received or they may be less than anticipated. The budget assumption is that all capital receipts achieved in 2025/26 will be used for principal and premium repayments within the loan charges budget. Any shortfall in capital receipts below that budgeted amount will adversely affect the revenue budget position. This is being closely monitored and any issues will be reported to Council; (c) As a consequence of current market conditions, inflation remains volatile and interest rates are reducing more gradually than initially anticipated. To forecast for the full year costs budget assumptions have been required (particularly around energy costs and interest rates). These assumptions continue to change regularly and therefore it is likely that 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 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the revenue and 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. Page 272
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__________________ Laurence Slavin Chief Officer – Resources Date: 17 December 2025 __________________________________________________________________ Person to Contact: Carol Alderson. Finance Manager Council Offices, Church Street, Dumbarton E-mail: carol.alderson@west-dunbarton.gov.uk Appendices: Appendix 1 - Revenue Budgetary Control 2025/26 – Corporate Summary; Appendix 2 - Revenue Budgetary Control 2025/26 – Chief Officer Summaries; Appendix 3 - Analysis of Revenue Variances over £50,000; Appendix 4 - Monitoring of Earmarked Balances Appendix 5 - Reconciliation of General Fund Reserves Appendix 6 - Monitoring of Efficiencies Background Papers: Ledger output – Period 7; General Services Revenue Estimates 2025/26 Wards Affected All Wards Page 273
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2025/26 SUMMARY PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Resources 4,901 12,247 6,208 1,307 26.7% 833 474 Regulatory and Regeneration 5,213 2,841 5,017 (196) -3.8% 52 (248) People & Technology 10,458 6,644 10,450 (8) -0.1% 39 (47) Citizens, Culture and Facilities 18,776 11,174 18,842 66 0.4% 195 (129) Education, Learning and Attainment 137,699 80,446 138,355 656 0.5% 359 297 Roads and Neighbourhood 18,124 10,757 18,627 503 2.8% 276 227 899 376 655 (244) -27.1% 0 (244) Miscellaneous Services 7,899 9,081 9,004 1,105 14.0% 1,000 105 Requisition (VJB) 880 220 880 0 0.0% 0 0 Requisition (SPT) 1,611 403 1,611 (0) 0.0% 0 0 Requisition (HSCP) 93,442 23,361 93,442 (0) 0.0% 0 0 General Services Delivery sub-total 299,903 157,549 303,091 3,188 1.1% 2,754 435 Non-Service Budgets Loan Charges 19,592 4,898 16,102 (3,490) -17.8% 0 (3,490) Capital Receipts used to fund Loan Charges (2,884) 0 (2,884) 0 0.0% 0 0 Suspense Transfer to Reserves 0 (2,273) (2,273) (2,273) 0.0% (2,273) 0 Transfer to Reserves re SPFO reductions 4,294 0 0 (4,294) -100.0% (4,294) 0 Non GAE Allocation (8,453) 0 (8,453) 0 0.0% 0 0 Non-Service Budgte sub-total 12,549 2,625 2,492 (10,057) -80.1% (6,567) (3,490) Total Expenditure 312,452 160,174 305,583 (6,869) -2.2% (3,813) (3,055) Council Tax (45,426) (11,357) (45,426) 0 0.0% 0 0 Revenue Support Grant (174,222) (43,555) (174,222) 0 0.0% 0 0 Non Domestic Rates (84,737) (21,184) (84,737) 0 0.0% 0 0 Central Government Funding (1,672) (418) (1,672) 0 0.0% 0 0 Use of reserves (6,395) (1,599) (6,395) 0 0.0% 0 0 Total Resources (312,452) (78,113) (312,452) 0 0.0% 0 0 Net Expenditure (0) 82,061 (6,869) (6,868) 0.0% (3,813) (3,055) Department Summary Variance Housing and Employability General Services Delivery Page 274
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 RESOURCES SUMMARY PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 291 119 292 1 0% 0 1 1,538 791 1,723 185 12% 152 33 2,201 4,119 2,201 0 0% 0 0 2,424 1,669 2,917 492 20% 427 65 437 217 460 23 5% 26 (3) (29) 0 (29) 0 0% 0 0 (1,072) (175) (1,077) (5) 0% 0 (5) 1,195 1,414 1,300 105 9% 0 105 (2,029) 4,093 (1,524) 506 -25% 228 278 (55) 0 (55) 0 0% 0 0 4,901 12,247 6,208 1,307 27% 833 474Total Net Expenditure Finance Cost of Collection of Council Tax Cost of Collection of Rates Rent Rebates & Allowances Corporate Asset Maintenance Office Accommodation Corporate Assets Variance Service Summary Service / Subjective Summary Finance Service Centre Audit Revenues & Benefits Page 275
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 REGULATORY AND REGENERATION SUMMARY PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 1,609 837 1,572 (38) -2% 0 (38) 575 225 526 (48) -8% 0 (48) (221) (172) (215) 6 -3% 0 6 885 472 836 (49) -5% 0 (49) 557 137 569 12 2% 52 (40) 605 331 615 10 2% 0 10 Economic Development 1,204 1,011 1,115 (89) -7% 0 (89) 5,213 2,841 5,017 (196) -4% 52 (248) Democratic and Registration Service Legal Services/Trading Standards Licensing Environmental Health Planning Variance Total Net Expenditure Service / Subjective Summary Service Summary Procurement Page 276
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 PEOPLE AND TECHNOLOGY PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 902 509 926 24 3% 0 24 1,863 1,024 1,905 42 2% 27 15 5,092 3,698 5,090 (2) 0% 0 (2) Central Administration Support 2,602 1,402 2,517 (84) -3% 0 (84) 0 12 12 12 0% 12 0 10,458 6,644 10,450 (8) 0% 39 (47) Variance Total Net Expenditure Transactional Services Provision for Legal Fees & Settlements Information Services Strategic People and Change Service / Subjective Summary Service Summary Page 277
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CITIZENS, CULTURE AND FACILITIES PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 277 165 285 7 3% 0 7 1,386 644 1,352 (34) -2% 0 (34) 241 129 240 (2) -1% 0 (2) Clydebank Town Hall 339 187 335 (4) -1% 0 (4) Libraries 1,833 1,037 1,803 (30) -2% 0 (30) Arts and Heritage 306 132 219 (87) -28% 0 (87) Catering Services 5,095 2,958 5,432 337 7% 0 337 Building Cleaning 2,128 1,172 2,066 (62) -3% 0 (62) Building Cleaning PPP (95) 68 (127) (32) 34% 0 (32) Facilities Assistants 2,739 1,354 2,560 (179) -7% 0 (179) Facilities Management 305 315 434 129 42% 150 (21) Events 28 68 20 (8) -29% 0 (8) Leisure Management 4,094 2,885 4,120 26 1% 45 (19) School Crossing Patrollers 99 60 105 6 6% 0 0 6 18,776 11,174 18,842 66 0% 195 (129) Variance Total Net Expenditure Citizen Services Service / Subjective Summary Service Summary Communications & Marketing Performance & Strategy Page 278
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 EDUCATION, LEARNING AND ATTAINMENT PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Primary Schools 34,525 20,597 34,753 228 1% 0 228 Secondary Schools 35,781 20,952 35,744 (37) 0% 124 (161) Specialist Educational Provision 23,413 12,581 23,548 135 1% 5 130 Psychological Services 681 438 691 10 1% 0 10 Sport Development / Active Schools 627 461 627 0 0% 0 0 Early Education 19,305 10,003 19,435 131 1% 0 131 PPP 18,400 12,541 18,435 35 0% 0 35 Creative Arts 618 363 648 30 5% 30 0 Curriculum for Excellence 72 26 72 0 0% 0 0 Central Admin 966 699 1,035 69 7% 100 (31) Workforce CPD 288 154 287 (1) 0% 0 (1) Performance & Improvement 485 274 488 3 1% 0 3 Education Development 2,539 1,356 2,592 53 2% 100 (47) 137,699 80,446 138,355 656 0% 359 297 Variance Service Summary Service / Subjective Summary Total Net Expenditure Page 279
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 ROADS AND NEIGHBOURHOOD PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Transport, Fleet & Maintenance Services (99) (29) (0) 99 -100% 0 99 Roads Services 2,397 2,148 2,507 110 5% 150 (40) Outdoor Services 299 25 349 50 17% 0 50 Burial Grounds (245) (314) (196) 49 -20% 0 49 Crematorium (1,057) (309) (893) 164 -16% 0 164 Waste Services 10,023 3,615 10,148 125 1% 0 125 Depots 0 419 0 0 0% 0 0 Ground Maintenance & Street Cleaning 4,767 3,670 4,766 (1) 0% 16 (17) Shared Prosperity Fund 0 0 0 0 0% 0 0 Working 4 U 2,039 1,532 1,945 (94) -5% 110 (204) 18,124 10,757 18,627 502 3% 276 226 Service / Subjective Summary Service Summary Variance Total Net Expenditure Page 280
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND EMPLOYABILITY PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Homelessness Services 828 462 854 26 3% 0 26 Resettlement Services 0 16 (262) (262) 0% 0 (262) Private Sector Housing 16 10 16 0 0% 0 0 Private Sector Housing Grant 43 25 43 0 0% 0 0 Energy Efficiency Scotland Area Based Scheme 0 0 0 0 0% 0 0 Anti Social Behaviour & CCTV 305 164 297 (8) -3% 0 (8) Housing Maintenance Trading Organisation (293) (301) (293) 0 0% 0 0 899 376 655 (244) -27% 0 (244) Variance Total Net Expenditure Service / Subjective Summary Service Summary Page 281
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 MISCELLANEOUS PERIOD END DATE 31 October 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 6,747 8,448 7,843 1,096 16% 1,000 96 1,152 633 1,161 9 1% 0 9 7,899 9,081 9,004 1,105 14% 1,000 105 Variance Total Net Expenditure Service / Subjective Summary Chief Executive and Chief Officers Service Summary Sundry Services Page 282
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % Revenues & Benefits 2,424 2,917 492 65 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Office Accommodation 1,195 1,300 0 105 9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (2,029) (1,524) 228 278 -14% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 1,204 1,115 0 (89) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Central Administration Support 2,602 2,517 (84) (84) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Employee turnover is ahead of budget together with an uplift in recharges None required. Favourable variance is anticipated. This service relates to Economic Development within West Dunbartonshire The favourable variance is mainly attributable to employee costs anticipating an underspend of 123k. This is due to superannuation costs being lower than budgeted and current staff vacancies. The current underspend in employee costs will be partially off-set by the reduction in recharge income of £32k.The remaining £2k is due to small vacancies in the service. The Service will continue to monitor and review costs. Underspend is anticipated. People & Technology Adverse variance due to 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 overspends as appropriate. Overspend anticipated. This service provides asset and estate management Provision of Shared Office Accommodation. The adverse variance is attributable to higher than anticipated electricity costs versus budget. None. Adverse variance The service provided by this area deal with benefits, council tax and debt recovery. Overspend on employee costs due to shortfall in achieving the £79k turnover target. None required. Adverse Variance 31 October 2025 Budget Details Resources Variance Analysis RAG Status Regulatory and Regeneration This services deals with administration functions within the Authority. Page 283
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 October 2025 Budget Details Variance Analysis RAG Status Arts and Heritage 306 219 0 (87) -28% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,095 5,432 0 337 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 2,128 2,066 0 (62) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,560 0 (179) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Primary Schools 34,525 34,753 0 228 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Secondary Schools 35,781 35,744 124 (161) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service area includes all Primary Schools. The cost of upkeep of grounds is likely to be at the level charged in 2024/25 resulting in an overspend (£56k) and teacher costs are forecasting an overspend of (£495k) as a result of payments to cover teacher absencees.These overspends are offset by a number of underspends , the principal ones being gas/electricity (£215k) and non-teacher vacancies £107k). none possible adverse variance This service area includes all Secondary Schools. In addition to greater school meal income (£21k) there are a number of underspends , the principal ones being gas/electricity/NDR (£88k) and clothing grants (£45k). none necessary favourable variance Education , Learning and Attainment Favourable variance This service provides cleaning services across all council buildings. There is a favourable variance against employee costs as a result of vacancies. None. Favourable variance Adverse variance None. This service provides Facility Assistants throughout WDC buildings. There is a favourable variance against employee costs as a result of vacancies. None. This service provides the provision & protection of Arts & Heritage There is a favourable variance against employee costs as a result of vacancies. none necessary Favourable variance Citizens, Culture and Facilities Catering Services across WDC Although there is a favourable variance against employee costs as a result of vacancies this has been offset by an adverse variance against income. The income budget was overstated and includes £350k which was also shown within General Revenue Grant income. This was highlighted as a 2026/27 budget pressure in the June 2025 Finance Update to Council. Page 284
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 October 2025 Budget Details Variance Analysis RAG Status Specialist Educational Provision 23,413 23,548 5 130 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Early Education 19,305 19,435 0 131 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The principal reason for the adverse variance is an overspend on employee costs following the recent job evaluation of grade 3 and 4 staff (£320k inc. backdating to August 2024). The is partly offset by a projected underspend on out of authority placements. none possible adverse variance The principal reason for the adverse variance is an overspend on employee costs (£142k) due to the Grade 3 and 4 job evaluation and the likely non-achievement of the turnover target. In addition, payments to private providers are greater than budget following the sharp increase in the number of eligible 2 year olds in these nurseries (£109k). Underspends across a range of budgets have reduced the overall adverse variance. none possible adverse variance This service area covers all ASN Services. This services area includes all Early Years establishments within West Dunbartonshire. Page 285
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 October 2025 Budget Details Variance Analysis RAG Status Transport, Fleet & Maintenance Services (99) 2,507 0 99 -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,057) (893) 0 164 -16% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 10,023 10,148 0 125 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service provides crematorium services within the Council area Income from cremations is anticipated to be £164k 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 costs and reduce overspends as appropriate. Overspend anticipated. Waste Collection and Refuse disposal services Employee costs are anticipated to overspend by £116k mainly due to turnover not being met. Supplies and Services are anticipated to overspend by £21k due to higher levels of tonnage than anticipated and levels of inflation. Transport costs are expected to overspend by £66k principally due to internal recharges of £28k which are required to ensure the Service can fully operate and £30k for repairs and maintenance of vehicles due to the age of the vehicles and fuel costs of £8k. Waste removal Income is expected to under-recover by £30k 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 £136k, resulting in an overall anticipated additional income of £106k.The remaining £26k variance is due to small variances throughout the service. The Service will continue to monitor and review costs and reduce overspends as appropriate. 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. Roads and Neighbourhood Page 286
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 October 2025 Budget Details Variance Analysis RAG Status Working 4 U 2,039 1,945 110 (204) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Resettlement Services 0 (262) (262) (262) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Sundry Services 6,747 7,843 1,000 105 2% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Loan Charges 19,592 16,102 (3,490) (3,490) -18% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Resettlement service aims to support refugees in establishing a safe, stable and independent life within the local community Receipt of resettlement grant with costs incurred within other service areas. The income has not been reallocated as it all sits within the General Fund. No mitigating action Over recovery is expected. Interest and other charges on council borrowing Loan charges are showing a £3.490m favourable variance against budget as a result of the Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identifying an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078. None possible at present Underspend anticipated Miscellaneous This service area budgets for non departmental specific costs such as pensions costs, external grants, external audit fees and insurance costs. The service heading also holds a number of general savings options which have still to be fully allocated e.g. procurement targets. The overspend is mainly as a result of additional compensatory added years (CAY) payments for unfunded pensions as a result of an increase in the number of employees who left the council in 2024/25 though the Voluntary redundancy and Early Retirement Scheme (£100k). Income and expenditure will continue to be monitored throughout the year. An overall adverse variance is anticipated at this time Other Housing and Employability 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 287
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 October 2025 Budget Details Variance Analysis RAG Status Suspense transfer to Reserves 0 (2,273) (2,273) 0 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome transfer to reserves re SPFO reduction 4,294 0 0 (4,294) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome None Required Increase in earmarked reserve balance None Required Balance to be transferred to earmarked Reserves Release of suspense balances to Earmarked Reserves A review of the Council’s suspense accounts has identified material sums sitting in suspense accounts which have accumulated over a number of years which can be released back to earmarked reserves as agreed in the October finance update. Balance of in year SPFO saving Balance of SPFO in year saving to be transferred to earmarked reserves to smooth the budget gap in future years. Page 288
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER 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 £ £ £ £ £ £ £ 1 Revs & Bens: Social Welfare Fund 374,103 374,103 - 374,103 - To pay the balance of Scottish Welfare Fund grants expenditure funded by the Scottish Government. Carried forward to 2025/26. 2 Revs & Bens: DWP funding 53,000 53,000 - 53,000 - To support activities related to Housing Benefit and Council Tax Reduction, including system enhancements scheduled for completion in FY25/26. 3 Financial Service Centre: Automation Team (VKY) 26,284 26,284 - 26,284 - Expenditure linked to the VKY Automation contract approved in 2020/21 as part of the Robotic Process Automation (RPA) rollout. 4 Regulatory - New document management system 90,000 90,000 - 45,000 45,000 The Planning and Building Standards require a new document management system to replace the current system. The current timeline is to procure over two years due to the different stages in the process and the time needed to undertake them. 5 Regulatory - Underspend in 'design panel' budget for IDOX upgrade (new 23/24) 7,000 7,000 7,000 7,000 - This balances relates to the initial stages of designing the new Planning and Building Standards document management system and will be spent this financial year. 6 Developer Contributions 379,000 379,000 - 379,000 These are financial or in-kind contributions received from developers and are associated with specific agreements. They need to be retained and used for the purposes specified in the individual agreements. 7 Energy Efficiency 330,000 330,000 - 330,000 The funds relate to a Scottish Government Grant received some years ago for energy efficiency projects. A programme of energy improvement projects will be developed with the potential to recycle savings back to the fund. 8 OD & Change Training Budget (new 23/24) 8,773 8,773 - 8,773 - Funding allocated to meet defined training needs 9 Previous provision for equal pay/holiday pay 194,663 194,663 - 11,948 182,715 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. 10 Education recovery (ELT) 29,834 29,834 10,655 29,834 - Balance to be utilised in ASN in new academic year (post August 2025) to cover the cost of out of authority placements 11 Whole Family Wellbeing Funding 69,862 69,862 69,862 69,862 - Balance included in overall WFWB plan for 2025/26 to cover staffing costs and Edge of Care services from Includem 12 Ending Core curriculum charges 129,000 129,000 46,071 129,000 - Balance to be utilised for classroom materials (eg technical, home economics) in secondaries in new academic year (post August 2025) 13 Ukraine 78,000 78,000 - 78,000 - Can be released in 2025/26 as teacher costs already covered by existing budgets 14 Removal of music instruction fees 30,000 30,000 10,714 30,000 - Balance to be utilised in new academic year (post August 2025) to expand opportunities for music education 15 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. 16 European Social Fund 442,000 442,000 - 442,000 This fund will be used for the development and delivery of key employability initiatives to support vulnerable groups allowing for contiuned support over a longer period of time. 17 Refugee Resettlement 499,255 499,255 - - 499,255 EMR to be used to cover resettlement costs in future years if there is atiming difference between expenditure and Scottish Government grant income. 18 Empty Home 150,000 150,000 - 150,000 19 CCTV Network Upgrade 21,000 21,000 - - 21,000 Contribution for the costs of the CCTV project. RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY EDUCATION HOUSING & EMPLOYABILITY ROADS & NEIGHBOURHOOD Page 289
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER 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 £ £ £ £ £ £ £ 20 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. 21 Cost of Living 1: Enhancement to the Schools Summer Programmed. £100,000 per year for 4 years. 200,000 200,000 66,905 100,000 - 100,000 Balance from £100k to be used to cover holiday activities outwith summer period (as reported to Education Committee Sept 2025) 22 Cost of Living 2: Create a 4 year School Meal Cost Hardship Fund to help families struggling with the cost of living. £60,000 per year. 92,661 92,661 92,661 To cover the cost and assist families just above to eligibility threshhold for free school meals who have been unable to pay for a school meal. 23 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. 24 Cost of Living 4: Fund the successful spending on Sport & Leisure for children during holiday times for the next 4 years. £45,000 per year. 107,040 107,040 45,000 45,000 62,040 Additional payments to WDLT for holiday activities (eg gym and swimming classes) provided over Easter ,summer and autumn 25 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. 26 Cost of Living 7: Introduce a programme of creative engagement and learning focused on supporting people through recovery and improving wellbeing. £5,000 per year for 4 years. 10,000 10,000 - 10,000 The £5k for each of the four years was partially spent in 23/24 and 24/25 and will be fully spent in 25/26 once Glencairn and the new museum space in Clydebank are opened. 27 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. 28 Community Transition Fund 151,680 151,680 31,680 151,680 - 29 £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. 30 £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. 31 £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. 32 Uncommitted Cost of Living 128,599 128,599 128,599 Uncommitted Cost of Living Fund TOTAL USE OF SERVICE RESERVES 2,781,238 1,301,000 4,082,238 413,888 1,207,484 78,000 2,796,754 33 Voluntary Redundancy & Early Retirement Reserve 593,000 1,192,000 1,785,000 593,000 1,000,000 - 785,000 Funding for voluntary redundancy and Early retirement linked to 25/26 savings. 34 Smoothing Fund 1,220,826 - 1,220,826 546,400 546,400 - 674,426 The smoothing fund is being used to offset service overspends where savings/efficiencies have not been achieved in year. See Appendix 6 for details of where the smoothing fund has been applied (£528k). A further £18k will also be met from the smoothing fund in relation to the delays in the recruitment of the council's Digital Officer. It is anticipated that these costs will be offset by savings in 26/27. 35 Reduction in Strathclyde Pension Fund Employer Contribution 4,355,000 - 4,355,000 - 4,294,000- - 8,649,000 Build up of the SPFO saving to be used to balance the budget in future years as agreed in 2023/24. TOTAL USE OF STRATEGIC RESERVES 6,168,826 1,192,000 7,360,826 1,139,400 - 2,747,600 - 10,108,426 TOTAL USE OF EARMARKED RESERVES 8,950,064 2,493,000 11,443,064 1,553,288 - 1,540,116 78,000 12,905,180 STRATEGIC RESERVES COST OF LIVING Page 290
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 RECONCILIATION OF GENERAL FUND RESERVES Unearmarked Balance Earmarked Balance (further detail at Appendix 6) £(m) £(m) £(m) £(m) Balance on General Fund as at 31 March 2025 12.464 Earmarked as at 31 March 2025 8.950 Capital Grants and Receipts unapplied 0 Other Reserves (0.242) In Year Movements: Closing General Fund Balance 12.222 Less Earmarked Balances (8.950) Transfer into VR/VS earmarked reserve 0.972 Unearmarked Balance as at 31 March 2025 (draft) 3.272 Transfer from unearmarked to VR/VS EMR 0.220 Transfer in ESF EMR 0.442 Discount on Loan repayment 3.490 Transfer in Energy Efficiency EMR 0.330 Transfer to EMR (0.220) Transfer in Developer contribution EMR 0.379 Release from EMR 0.078 Transfer in Empty Homes EMR 0.150 Total In Year Movements 3.348 Total In Year Movements 2.493 Forecast Service Outturn for 2025/26 as at 31 October 2025 (0.435) Forecast unallocated Balance as at 31 March 2026 6.185 Service use of reserves at as at 31 October 2025 (2.754) Transfer out EMR (0.078) Allocation to pension smoothing reserve 4.294 Prudential Target (3%) 6.119 In Year use of reserves 1.462 Forecast unallocated Balance Above/(Below) Prudential Target 0.066 Earmarked as at 31 March 2026 12.905 Page 291
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 1 Parking Enforcement RN05 G Macfarlane 325 175 150 The implementation of DPE is progressing and it is anticipated this will commence in Autumn 2025. There will be a part year income and therefore the use of the smoothing fund is required for the period of the year before DPE is in place. 2 Office/ Depot Rationalisation SDP05 L Slavin 380 176 204 Relates to two properties (Kilbowie Road and Elm road where tenants have yet to be identified. 24/25 shortfall to be funded from the smoothing fund. In 2025/26 a full review will be carried out on rental income and a cost pressure considered for 2026/27. 3 Review the Communities team reducing the delivery of community based services CCF26 A Graham 87 87 Saving fully achieved in 2025/26 5 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 Saving fully achieved in 2025/26 6 Charging for Pre application advice RR09 A Douglas 5 5 - Saving anticipated to be achieved 7 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - Saving anticipated to be achieved 8 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - Saving anticipated to be achieved 9 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - Saving anticipated to be achieved 10 Registrars RR09 A Douglas 18 18 - Saving anticipated to be achieved 11 Building Standards A Douglas 10 10 - Saving anticipated to be achieved 12 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - Saving anticipated to be achieved 13 Remove Members’ Secretary RR04 A Douglas 22 22 - Saving anticipated to be achieved 14 Reduce Trading Standards team RR17 A Douglas 14 14 - Saving anticipated to be achieved 15 Reduce Records Management team RR18 A Douglas 14 14 - Saving anticipated to be achieved 16 Close Clydebank Registration Office RR19 A Douglas 8 8 - Saving anticipated to be achieved 17 Combine dog warden & pest control posts RR10 A Douglas 38 38 - Saving anticipated to be achieved 18 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - Saving anticipated to be achieved 19 Antonine wall RR12 A Douglas 27 27 - Saving anticipated to be achieved 20 Review environmental health RR13 A Douglas 35 35 - Saving anticipated to be achieved 21 Development planning & placemaking RR20 A Douglas 55 55 - Saving anticipated to be achieved 22 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - Saving anticipated to be achieved 23 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - Saving anticipated to be achieved 24 Increase events income CCF05 A Graham 8 8 - Saving anticipated to be achieved 25 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - Saving anticipated to be achieved 2023/24 Efficiencies not achieved 2024/25 Efficiencies not achieved 2025/26 Efficiencies and Management Adjustments Page 292
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 26 Reduce Highland Games Spend CCF01 A Graham 15 15 - Saving anticipated to be achieved 27 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - Saving anticipated to be achieved 28 Reduce Community Engagement Budget CCF11 A Graham 22 22 - Saving anticipated to be achieved 29 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - Saving anticipated to be achieved 30 Review Facilities Mgt Operating Model CCF04 A Graham 300 150 150 Consultations with workforce on new operating model have taken longer than anticipated. Shortfall covered by smoothing fund. 31 Remove telephone survey CCF13 A Graham 9 9 - Saving anticipated to be achieved 32 Performance and Strategy Budget Efficiencies CCF15 A Graham 9 9 - Saving anticipated to be achieved 33 Reduce design budget CCF16 A Graham 12 12 - Saving anticipated to be achieved 34 Electric Vehicle Charging RN13 G Macfarlane 11 11 - complete 35 School crossing patrollers - adhere to best practice RN01 G Macfarlane 25 25 - complete 36 Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - complete 37 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - complete 38 Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 15 15 - complete 39 Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 60 60 - complete 40 Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22(24- 25 option) G Macfarlane 50 50 - Not complete, planning approval process underway and if approved will issue tender. 41 Structural Patching RN23 G Macfarlane 50 50 - Complete 42 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 G Macfarlane 50 50 - Not currently progressed, reviewing options for delivery. 43 Review Allotment charges RN03 G Macfarlane 5 5 - Complete, charges updated April 25 44 Special Uplift Charge RN26 G Macfarlane 22 22 - Complete, charges updated April 25 45 Stopping Saturday burials RN01 G Macfarlane 10 10 - Complete 46 Capitalise Play Park Fitter RN07 G Macfarlane 40 40 - Complete 47 Further replacement of hire vehicles RN09 G Macfarlane 171 171 - Vehicles have been procured and are expected to arrive late Summer 48 Reduce Working4U service by 50% HE02 G Macfarlane 206 206 - complete 49 School Crossing Patrollers -Retain 17 Crossing Patrollers RN17 G Macfarlane 23 23 - Underway, 2 locations still to be resolved 50 Review or remove provision of footway gritting - Cease Footway Gritting RN18 G Macfarlane 68 68 - complete 51 Close or reduce Dalmuir golf course - Close completely RN20 G Macfarlane 184 184 - Completed 52 Cease the Care of Gardens scheme RN21 G Macfarlane 143 143 - Complete 53 Review levels of street cleaning - Reduce by 2 staff RN22 (2025-26 option) G Macfarlane 26 26 - Complete 54 Review of park maintenance RN24 G Macfarlane 60 60 - Complete Page 293
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 55 Remove open space maintenance on non council land RN28 G Macfarlane 20 20 - Complete 56 Review Event Support by Grounds Service RN29 G Macfarlane 15 15 - Complete. Costs will be recharged to event organisers 57 Road Network & Capital Management Reduction RN30 G Macfarlane 50 50 - Part complete, 0.6FTE reduction with further employee reduction being assessed 58 Review Winter Plan RN31 G Macfarlane 55 55 - Complete, Plan approved. 59 Reduce Grass Cutting RN35 G Macfarlane 150 150 - Complete 60 Review Footway Gritting Operational Method RN14 G Macfarlane 60 60 - Complete 61 Reduce Additional Management Time in Primary Schools EDU08 G Hamilton 152 152 - Saving anticipated to be achieved 62 Review the Communities team reducing the delivery of community based services CCF26 G Hamilton 15 15 - Saving anticipated to be achieved 63 Introduce Early Start Clubs at schools with associated fees (£2) for pupils not entitled to a free school meal EDU05 G Hamilton 93 93 - Saving anticipated to be achieved 64 Increase fees for Out of School Care Service at St Eunan’s Primary School and Linnvale Primary School by £3 from April 2024 EDU09 G Hamilton 7 7 - Saving anticipated to be achieved 65 Reduce the number of ELC Early Stage Teachers from 16.4 FTE to 11.4 FTE across the entire ELC learning estate EDU14 G Hamilton 109 109 - Saving anticipated to be achieved 66 Reduce the number of Early Learning Childcare Posts from 223 FTE to 217 FTE across the entire ELC learning estate EDU15 G Hamilton 67 67 - Saving anticipated to be achieved 67 Remove ELC Lead Officer in Bellsmyre and Dalmonach ELC with remaining management team required to take over aspects of their remit EDU16 G Hamilton 30 30 - Saving anticipated to be achieved 68 Review the current flexibility in primary school classification and allocate class structures based on numerical information which aligns with statutory obligations EDU20 G Hamilton 200 200 - Saving anticipated to be achieved 69 Redesign Leadership in Children, Young People and Families Teams EDU25 G Hamilton 6 6 - Saving anticipated to be achieved 70 Reduce School Clothing Grant for primary school pupils to the statutory level (£120) EDU02 G Hamilton 64 64 - Saving anticipated to be achieved 71 Reduce Education Maintenance Allowance to statutory level EDU03 G Hamilton 75 75 - Saving anticipated to be achieved 72 Shared Head at two early learning centres (Clydebank and Whitecrook) EDU11 G Hamilton 31 31 - Saving anticipated to be achieved 73 Align funding for 1140 hours for 3 year olds with statutory guidance EDU14 G Hamilton 62 62 - Saving anticipated to be achieved 74 Reduce School Music Instructors EDU15 G Hamilton 30 30 - Saving anticipated to be achieved 75 Remove secondary school registration EDU20 G Hamilton 383 383 - Saving anticipated to be achieved 76 Reduce secondary school clerical staff EDU16 G Hamilton 80 80 - Saving anticipated to be achieved 77 Reduced Education Support (ELC) EDUC19 G Hamilton 27 27 - Saving anticipated to be achieved 78 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - Saving anticipated to be achieved 79 Historical Lease Review RES13 L Slavin 44 44 - Saving anticipated to be achieved 80 Remove one Council officer RES09 L Slavin 8 8 - Saving anticipated to be achieved 81 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - Complete 82 Reduce Corporate Debt team RES06 L Slavin 44 44 - Complete Page 294
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 83 Reduce number of caretakers RES08 L Slavin 24 - 24 Saving cannot be realised due to full salary recharge. 84 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - Saving anticipated to be achieved 85 Review of Capital Programme RES06 L Slavin 66 66 - Saving anticipated to be achieved 86 Income Generation through Commercialisation RES09 L Slavin 15 15 - Saving anticipated to be achieved 87 Further asset rationalisation SDP04 L Slavin 99 99 - Saving anticipated to be achieved 88 External Consultancy Income SDP09 L Slavin 25 25 - Saving anticipated to be achieved 89 Review of charges for use of offices by external parties RES09 L Slavin 7 7 - Saving anticipated to be achieved 90 Historical lease review RES13 L Slavin 15 15 - Saving anticipated to be achieved 91 Reduce size of Building Services RES15 L Slavin 228 228 - Saving anticipated to be achieved 92 Review Asset Management team RES19 L Slavin 55 55 - Saving anticipated to be achieved 93 Reduce budget for temporary accommodation furniture HE03 P Barry 18 18 - Saving anticipated to be achieved 94 CCTV Service Reduction HE04 P Barry 31 31 - Saving anticipated to be achieved 95 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - Saving anticipated to be achieved 96 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - Saving anticipated to be achieved 97 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - Saving anticipated to be achieved 98 Remove counselling and physio PT10 V Rogers 9 9 - Saving anticipated to be achieved 99 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - Saving anticipated to be achieved 100 People & Change Team Restructure PT14 V Rogers 62 62 - Saving anticipated to be achieved 101 Organisational Development Reduction PT15 V Rogers 60 60 - Saving anticipated to be achieved 102 Outsource Print Room function PT18 V Rogers 25 25 - Saving anticipated to be achieved 103 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - Saving anticipated to be achieved TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 6,017 5,489 528 Page 295
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council: 17 December 2025 _________________________________________________________________ Subject: General Services Capital Budgetary Control Report 2025/26 to 31 October 2025 (Period 7). 1. Purpose 1.1 This report provides an update on the General Services capital financial performance to 31 October 2025. 2. Recommendations 2.1 Members are asked to: a) Note the current position of the 2025/26 General Services capital budget. b) Approve the revised completion dates in respect of 2 projects detailed in Appendix 2 (Para 4.4). c) Note the reprofiling of 6 projects in Appendix 3 of (£3.074m) over the project life. d) Approve £0.170m of additional capital budget for HSCP aids and adaptations (Para 4.9) e) Approve £0.500m of additional capital budget for Roads and Neighbourhood for Food Waste Vehicles (Para 4.10) 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/2026 to 2034/35. The three years from 2025/26 to 2026/28 were approved in detail with the remaining years being indicative. The budget agreed was £73.780m for 2025/26 and £307.818m for the project life budget. 4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 5 as reported to Council on 29 October 2025. Exhibit 1: Revised Capital Budget as at 31 August 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 73.780 307.818 Updates reported to Council on 27 August and 29 October plus adjustments for year-end carried 7.900 9.086 ITEM 16 Page 297
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forward balances Reprofiling reported to Council on 27 August and 29 October (11.355) 0 Revised Capital Budget as at Period 5 70.325 316.904 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. Note Appendix 1 is constructed assuming all changes in this report are approved. 4.4 Appendix 2 highlights 2 projects currently showing as off-track, both of which are due to revised completion dates. Project RN23 (Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields) is off track due to a delay in planning and Argyll and Mountblow now expect to go to tender early 2026. Project EDUC5 (Free School Meals Expansion) is off track due to resource constraints and planning requirements, project expected to be complete 2026/27. 4.5 Appendix 3 highlights 6 projects where the expenditure requires to be reprofiled but there is no need for additional budget. 4.6 Exhibit 2 sets out the revised capital budget at period 7 assuming approval by Council of all recommendations contained within this report. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 31 August 2025 70.325 316.904 Additional Funding – RR 6 Place Based Investment Programme (Para 4.8) 0.369 0.369 Approved Capital Bid – Aids and Adaptations (Para 4.9) (added to HSCP1) 0.170 0.170 Approved RN36 Capital Bid – Food Waste Vehicles (Para 4.10) 0 0.500 Proposed revised Capital Budget as at Period 7 70.864 317.943 Reprofiling over project life (Appendix 3) (3.074) 0 Proposed revised Capital Budget as at Period 7 subject to Council Approval 67.790 317.943 Page 298
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4.7 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights that the 2025/26 budget is £70.864m. Spend as at period 7 is £22.030m (32.50%) of the current forecast spend of £67.790m. 4.8 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: Additional funding from Scottish Government for Place Based Investment Programme (RR 6) of £0.369m. 4.9 Members are asked to approve a capital budget of £0.170m to HSCP aids and adaptations. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.170m is added to the Capital plan to allow the Health and Social Care Partnership team to provide upgrades to service users homes to enable them to live safely at home. Previously budget was reduced as part of the capital programme review approved by members on 21 December 2022, whilst confirming that this budget line would be closely monitored. The addition to the capital plan reflects this. This project has been included in appendix 4 (included within HSCP 1). 4.10 Members are asked to approve a capital budget of £0.500m to Roads and Neighbourhood for Food Waste Vehicles. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.500m is added to the Capital plan to procure 4 food waste vehicles to allow food waste to be recycled separately from garden waste. An element of this cost will be funded through the Extended Producer Responsibility funding. This project has been included in appendix 4 (RN 36). 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 Page 299
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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 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 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: 19 November 2025 Person to Contact: Lynsey Dickson Council Offices, Church Street, Dumbarton E-mail: lynsey.dickson@west-dunbarton.gov.uk Appendices: 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 Background Papers: General Services Capital Plan Update - Council 6 March 2024 General Services Capital Plan Update - Council 5 March 2025 Page 300
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Capital Budgetary Control Report (P3) – Council 27 August 2025 Review of Hybrid Meetings of Council and Committees – Council 27 August 2025 Capital Budgetary Control Report (P5) – Council 29 October 2025 Wards Affected All Wards Page 301
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West Dunbartonshire Council Appendix 1 General Services Capital 2025/26 Summary at Period 7 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 52,363 52,363 0 15 0 Citizen, Cultural and Facilities 3,173 3,173 0 2 0 Regulatory and Regeneration 57,360 57,360 0 12 0 Roads and Neighbourhoods 125,131 125,131 0 35 1 Education 60,899 60,899 0 4 1 HSCP 9,297 9,297 0 3 0 People and Technology 9,720 9,720 0 5 0 Total 317,943 317,943 0 76 2 Page 302
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West Dunbartonshire Council Appendix 2 General Services Capital 2025/26 Projects that are Off Track at Period 7 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Roads and Neighbourhood RN23 - Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields 2,203 2,203 - 31/03/2026 31/03/2027 Education EDUC5 - Free School Meals Expansion 1,242 1,242 - 31/03/2026 31/03/2027 Project Name: Project - RN23 - Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields Project Manager: Michelle Lynn 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? 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 - EDUC5 - Free School Meals Expansion Project Manager: Michelle Lynn 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? New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a n/a Argyll and Mountblow have experienced a delay in planning and now expected to go to tender early 2026. It is anticpated half the works will be complete by end of 2025/26 with remaining budget required to be repahsed to 2026/27 for project completion. Source of Funding: n/a The Free School Meal Expansion project has been delayed to 2026/27 due to resource constraints and planning requirements. Costs incurred in 2025/26 to be on planning and building warrants, with project expected to be complete 2026/27. Source of Funding: Page 303
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West Dunbartonshire Council Appendix 3 General Services Capital 2025/26 Changes to Capital Plan and Implications at P7 Project - RR4 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/Local Economic Development Recurring budget Recurring budget 758 2,840 1,300 830 500 500 500 500 500 8,228 Regeneration/Local Economic Development Revised 320 438 3,160 1,300 830 500 500 500 500 500 8,228 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 Levelling Up 31/12/2026 31/12/2027 6,176 4,073 0 0 0 0 0 0 0 10,249 Levelling Up - Revised 681 5,495 4,754 0 0 0 0 0 0 0 10,249 Explanation 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, Lachie Stewart Memorial Park and Mountblow playing fields 31/12/2026 31/12/2027 781 1,423 - - - - - - - 2,203 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park, and Mountblow playing fields Revised 681 100 2,103 - - - - - - - 2,203 Explanation Project - EDUC5 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 Free School Meals Expansion 31/12/2026 31/12/2027 1,242 - - - - - - - - 1,242 Free School Meals Expansion Revised 1,239 3 1,239 - - - - - - - 1,242 Explanation Project - HSCP3 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 Community Alarm upgrade Recurring budget Recurring budget 307 40 40 40 42 42 42 42 67 662 Community Alarm upgrade Revised 35 272 75 40 40 42 42 42 42 67 662 Explanation Project - P&T1 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 ICT Modernisation Recurring budget Recurring budget 696 554 593 436 436 436 436 436 556 4,579 ICT Modernisation - Revised 118 578 459 806 436 436 436 436 436 556 4,579 Explanation Project life budget rephased to realign budget with device replacement timescales. Project development on multiple projects, including Alexandria masterplan projects are slower than anticipated due to resourcing issues, resulting in some spend delay. Budget rephased to align with revised anticipated progression. Project delivery taking longer than expected, delays to site start and programme extension are related to planning requirements. It is anticpated that spend in 2025/26 will be approximately £0.272m. The remaining £0.035m will be required to be rephased to 2026/27 to support further project work required to fully resolve ongoing issues with the Shared ARC platform and exploration of additional digital telecare devices and functionality The Free School Meal Expansion project has been delayed to 2026/27 due to resource constraints and planning requirements. Costs incurred in 2025/26 to be on planning and building warrants, with project expected to be complete 2026/27. Argyll and Mountblow have experienced a delay in planning and now expected to go to tender early 2026. It is anticpated half the works will be complete by end of 2025/26 with remaining budget required to be repahsed to 2026/27 for project completion. Page 304
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West Dunbartonshire Council Appendix 4 General Services Capital 2025/26 All Projects Approved at P7 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 1 Valuation Joint Board - Requisition of ICT Equipment 31 March 2028 31 March 2028 30 17 4 9 30 0 4 0 4 0 RES 2 Agresso Development 31 March 2026 31 March 2026 92 86 6 0 92 0 6 1 6 0 RES 3 Cost of Living 31 March 2026 31 March 2026 512 502 10 0 512 0 10 10 10 0 RES 4 Community Success Capital Fund 31 March 2026 31 March 2026 150 0 150 0 150 0 150 26 150 0 RES 5 Community Sports Success 31 March 2026 31 March 2026 250 10 240 0 250 0 240 0 240 0 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 2,536 285 2,536 0 RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 425 1,586 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 1,779 4,386 8,500 0 1,779 79 1,779 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 181 430 0 RES 12 Community Sports Facility at Millburn 31 March 2028 31 March 2028 500 0 20 480 500 0 20 16 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 52,363 2,993 8,953 40,417 52,363 0 8,953 1,022 8,953 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 (407) 0 0 CCF 2 Transformation of Infrastructure Libraries and Museums 31 March 2026 31 March 2026 375 375 0 0 375 0 0 0 0 0 Total CCCF 3,173 3,173 0 0 3,173 0 0 (406) 0 0 RR 1 Legal Case Management System 31 March 2026 31 March 2026 33 0 33 0 33 0 33 0 33 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 0 438 7,790 8,228 0 758 118 438 (320) RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 200 3,624 10,931 0 200 0 200 0 RR 6 Place Based Investment 31 March 2026 31 March 2026 2,175 1,401 775 0 2,175 0 775 0 775 0 RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 5,495 4,754 22,100 0 6,176 2,581 5,495 (681) 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 0 625 375 625 0 RR11 Securing sites to make safe 31 March 2026 31 March 2026 66 35 30 0 66 0 30 0 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 57,360 21,553 8,010 27,797 57,360 0 9,011 3,087 8,010 (1,001) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 413 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 24 685 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 45 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,217 0 4,975 8,242 13,217 0 4,975 1,107 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 (0) 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 95 882 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 31 541 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 492 312 122 58 492 0 122 23 122 0 RN 17 Waste Transfer Station 31 March 2026 31 March 2029 1,980 159 0 1,821 1,980 0 0 0 0 (0) RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 2,007 594 376 1,037 2,007 0 376 185 376 0 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 4 443 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, Lachie Stewart Memorial Park and Mountblow playing fields 31 March 2026 31 March 2027 2,250 47 100 2,103 2,250 0 781 0 100 (681) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 7,602 20,585 0 RN 25 Active Travel 31 March 2028 31 March 2028 942 0 942 0 942 0 942 46 942 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 13 458 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 78 516 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 14 185 0 RN 35 Road Safety Improvement Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 RN 36 Food Waste Vehicles 31 March 2027 31 March 2027 500 0 0 500 500 0 0 0 0 0 Total Roads and Neighbourhood 125,131 21,285 36,690 67,155 125,131 0 37,371 9,844 36,690 (681) In YearFull Project Life Page 305
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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 EDUC 1 AV Equipment - Education 31 March 2030 31 March 2030 859 356 96 407 859 0 96 79 96 0 EDUC 2 Digital Inclusion 31 March 2026 31 March 2026 356 328 28 0 356 0 28 28 28 0 EDUC 3 Schools Estate Improvement Plan - next Phase - Faifley Campus 31 March 2027 31 March 2027 36,515 24,767 8,994 2,754 36,515 0 8,994 7,401 8,994 0 EDUC 4 Schools Estate Improvement Plan 31 March 2026 31 March 2026 21,904 19,921 1,983 0 21,904 0 1,983 (255) 1,983 0 EDUC 5 Free School Meals Expansion 31 March 2026 31 March 2027 1,265 23 3 1,239 1,265 0 1,242 3 3 (1,239) Total Education 60,899 45,395 11,104 4,400 60,899 0 12,343 7,257 11,104 (1,239) HSCP 1 Special Needs - Aids & Adaptations for HSCP clients 31 March 2026 31 March 2026 6,816 0 935 5,881 6,816 0 935 193 935 0 HSCP 2 ICT Modernisation HSCP 31 March 2026 31 March 2026 1,819 0 164 1,655 1,819 0 164 7 164 0 HSCP 3 Community Alarm upgrade 31 March 2026 31 March 2026 662 0 272 390 662 0 307 136 272 (35) Total HSCP 9,297 0 1,371 7,926 9,297 0 1,406 336 1,371 (35) P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 696 3,883 4,579 0 696 504 578 (118) P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 325 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 62 226 0 P&T 4 Development of Workforce Management System 31 March 2030 31 March 2030 298 0 93 205 298 0 93 0 93 0 P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,720 757 1,779 7,184 9,720 0 1,779 891 1,661 (118) Overall Total 317,943 95,156 67,907 154,879 317,943 0 70,864 22,030 67,790 (3,074) Page 306
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 17 December 2025 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 October 2025 (Period 07) 1. Purpose 1.1 The purpose of this report is to advise Council of the 2025/26 Housing Revenue Account (HRA) revenue budget position on 31 October 2025 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Council is asked to: i. note the HRA is forecasting a 2025/26 surplus of £1.087m, a projected favourable variance (underspend) of £1.052m. ii. note the forecast 31 March 2026 HRA reserve position of £1.698m which is £0.538m above the HRA prudential target of £1.160m. 3. Background 3.1 The Council approved the 2025/26 HRA revenue budget on the 5 March 2025 with a prudential reserve target of £1.160m. HRA prudential reserves were £0.611m on 31 March 2025. 4. Main Issues 4.1 The HRA is forecasting a 2025/26 surplus of £1.087m, a reduction of £0.063m on the period 5 forecast of a £1.150m surplus. The movement between the BCR07 and BCR05 is summarised in Exhibit 1. The variance between BCR07 forecast and the 2025/26 budget is summarised in Exhibit 2. The key changes in the cost forecast are: • termination of the block building insurance policy as agreed by Council on 29 October 2025. • increased demand for repairs. • reduction in ad-hoc greenspace works. • reduced debt interest payments following the use of £1.992m of suspense account balances to reduce HRA capital debt. ITEM 17 Page 307
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Exhibit 1 – Movement between Forecast at BCR07 and BCR05 Budget Heading Forecast BCR07 £m Forecast BCR05 £m Change £m Key Driver Employees 8.102 8.102 - Property 1.582 1.386 0.196 £187k for block building insurance termination payment. Transport 0.177 0.177 - Supplies & Services 0.422 0.409 0.013 Central Support 2.586 2.586 - Other Expenditure 0.384 0.397 -0.013 Repairs & Maintenance 12.545 12.469 0.076 Increased repair demand Greenspace 0.664 0.772 -0.108 Reduced spend on ad-hoc works Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.120 1.120 - Loan Charges 27.228 27.332 -0.104 Reduced debt interest cost HRA Expenditure 56.079 56.001 0.078 HRA Income -57.166 -57.151 -0.015 HRA Surplus -1.087 -1.150 0.063 Exhibit 2 - Forecast BCR05 compared to Budget 25/26 Budget Heading Forecast BCR07 £m Budget 2025/26 £m Variance £m Employees 8.102 7.855 0.247 Property 1.582 1.349 0.233 Transport 0.177 0.154 0.023 Supplies & Services 0.422 0.418 0.004 Central Support 2.586 2.584 0.002 Other Expenditure 0.384 0.420 -0.036 Repairs & Maintenance 12.545 12.173 0.372 Greenspace 0.664 0.908 -0.244 Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.120 0.831 0.289 Loan Charges 27.228 29.055 -1.827 HRA Expenditure 56.079 56.866 -0.787 HRA Income -57.166 -56.901 -0.265 HRA Surplus -1.087 -0.035 -1.052 4.2 The variances between forecast and budget are detailed below. Employee Costs - £0.247m Adverse. 4.3 The main employee cost pressures relate to employers’ national insurance contribution costs and a higher than budgeted 2025/26 pay settlement. Page 308
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4.4 The HRA did not budget for the increase in employers’ national insurance costs in 2025/26. When the decision was made not to provide for additional national insurance costs in the HRA estimates, it assumed the Scottish Government would provide sufficient additional funding to enable the Council to compensate the HRA for this cost pressure. However, the increase was not fully funded and therefore national insurance costs are forecast to be £170,000 more than estimate. 4.5 The HRA estimates assumed a 3% pay award for 2025/26. On the 13 June 2025, COSLA wrote to trade unions with a two-year pay offer, a 4% increase in 2025/26 and a 3.5% increase in 2026/27. The forecast reflects the 4% pay award with the higher award creating a £0.080m HRA cost pressure in 2025/26. Property Costs - £0.233m Adverse. 4.6 On 29 October 2025 Council agreed to terminate the ‘Right to Buy’ Block Building Insurance Scheme which provides building insurance cover to owners of former council houses purchased under the terms of the Right to Buy legislation. The termination of the scheme will take effect on 31 March 2026 and the insurance provider has confirmed there will be a cancellation penalty of £166,904 plus Insurance Premium Tax at 12% making a total penalty of £186,933. 4.7 The property insurance spend will overspend by £170,000 against budget this year because of an unplanned increase in the 25/26 premium. This additional cost has been partly offset by underspend against the budgets for electricity, gas, and rates. Repair and Maintenance - £0.372m Adverse. 4.8 The £12.173m HRA repair and maintenance budget is forecasting an overspend against budget. There continues to a high responsive repair demand with delivery costs forecast to be £1.090m over budget. A range of mitigations totalling approximately £0.700m are in place to address the cost pressure including tighter controls on contractor use and the capitalisation of Electrical Installation Condition Report (EICR) spend that complements the environmental sensor programme. Open Space Maintenance - £0.244m Favourable. 4.9 The favourable variance against the open space maintenance budget reflects the close working with between housing and greenspace staff to deliver a saving against environmental budgets relating to revised work specifications and streamlined processes in relation to void and temporary accommodation properties. There is also joint work progressing between Housing and Greenspace to undertake a review of HRA areas maintained across the general open space maintenance programme with the findings due to be reported to December Council. Page 309
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Bad Debt Provision - £0.150m Adverse. 4.10 The HRA needs to make prudent financial provision for uncollected income across a range of HRA debts, including rent arrears, rechargeable repairs, factoring services, and capital works. 4.11 HRA income levels have increased over the past few years because of council house rent increases, a more stringent application of the rechargeable repairs policy for repairs caused by tenant neglect / abuse, and the increased amounts invoiced to owners residing within former HRA properties (factoring / common repairs / capital works). 4.12 Performance recovering this debt and outstanding debt levels is kept under constant review. Debt levels have increased alongside the increase in the amount billed to tenants / owners. The forecast adverse variance assumes an increase in the bad debt provision to take account of the increased debt. Void Loss / Council Tax - £0.289m Adverse. 4.13 Council tax payments for longer term void houses are forecast to reduce by £0.060m in 2025/26 compared to 2024/25 as more longer-term voids are let. However forecast council tax payments for 2025/26 are £0.150m compared to a target of £0.050m. Although there has been an overall reduction in voids being delayed due to meter issues, there remains a smaller number of longer- term properties with complex meter issues that are causing delays with the utility companies. Officers will continue to work with utility companies, to find solutions for these complex meter issues. 4.14 There has been considerable progress in reducing void numbers and void rent loss. The void rent loss is forecast to reduce by £0.125m in 2025/26 compared to 2024/25 as void numbers reduce, however forecast void loss for 2025/26 is £0.876m compared to a target of £0.700m. Reducing void loss is an operational priority and the Council’s Void Working Group and Building Services Improvement Plan will support further improvement in this key area. Loan Charges - £1.827m Favourable. 4.15 The 2025/26 HRA loan charge estimates were based on anticipated HRA capital debt of £356m on 31 March 2025. However, lower HRA capital borrowing in 2024/25 across the More Home (new build) capital programme led to HRA debt being £348m on 31 March 2025, £8m less than anticipated. HRA capital borrowing in 2025/26 is forecast to be £15m less than planned. Lower borrowing reduces HRA capital debt and lowers debt servicing costs. 4.16 There are further favourable variances due to one off benefits to the HRA that were reported to Council in October. The early termination of long-term fixed rate loans delivered a benefit to the HRA of £0.818m. This benefit will be used to reduce HRA interest payments. Council also approved the allocation of £1.992m of funds held in a General Fund suspense account to the HRA. These funds will be used to repay HRA capital debt, further reducing HRA capital debt and lowering debt servicing costs. Page 310
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4.17 Members will be aware of the significant risk and uncertainty around forecasting local authority borrowing costs. The HRA has paid a much higher interest rate on its outstanding capital debt over the last two years because of the sharp increase in the interest rates payable on new temporary and new Public Work Loans Board (PWLB) borrowing. There is a risk that HRA debt interest payments are more than forecast. Income - £0.250m Favourable. 4.18 The favourable variance against the HRA income budget relates to house rental income exceeding budget. A prudent approach was taken when setting the rental income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid-year review has forecast rental income to exceed budget. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 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 All services involved in delivering the HRA revenue budget have been consulted during the compilation of this report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 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: 17 December 2025 ___________________________________________________________________ Page 311
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Person to Contact: Jim McCarron - Business Unit Finance Partner Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Background Papers: None Wards Affected: All Page 312
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2025/26 PERIOD END DATE Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,855 4,726 8,102 247 3% Property Costs 1,349 818 1,582 233 17% Transport Costs 154 103 177 23 0% Supplies, Services And Admin 418 246 422 4 1% Support Services 2,584 1,508 2,586 2 0% Other Expenditure 420 224 384 (36) -9% Repairs & Maintenance 12,173 7,234 12,545 372 3% Greenspace Works 908 387 664 (244) -27% Bad Debt Provision 1,119 751 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 670 1,120 289 35% Loan Charges / CFCR 29,055 15,883 27,228 (1,827) -6% Total Expenditure 56,866 32,550 56,079 (787) -1% House Rental Income (55,961) (32,835) (56,288) (327) 1% Lockup Rental Income (232) (134) (230) 2 -1% Other Rental income (137) (78) (134) 3 -2% Factoring Income (448) (251) (430) 18 -4% Miscellaneous Income (123) (49) (84) 39 -32% Total Income (56,901) (33,347) (57,166) (265) 0% Net Expenditure (35) (797) (1,087) (1,052) 31 October 2025 Subjective Summary Forecast Variance 2025/26 Page 313
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,102 247 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Property Costs 1,349 1,582 233 17% Main Issues Mitigating Action Anticipated Outcome A year end overspend. Subjective Description HRA property costs out with the repair and maintenance of council dwellings. This includes rates for shops and offices, utility costs, insurance, cost of HRA offices. Variance Narrative Council agreed at the October 2025 meeting to an early termination of the owners' block building insurance contract. The early termination requires the HRA to pay a termination fee of £187,000. None Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Employees charged directly to the HRA. Variance Narrative Recruitment of critical posts and higher employer national insurance costs are creating a cost pressure. The forecast also incudes a cost pressure for a higher than estimated pay settlement. Employees received a 4% pay award for 2025/26, the estimates included a 3% provision. Management will target staffing efficiencies, including tighter controls on staff recruitment and overtime. A year end overspend. Variance Analysis Forecast Variance 2025/26 Subjective Description Subjective Analysis RAG Status Page 314
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,545 372 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Greenspace Works 908 664 (244) -27% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Bad Debt Provision 1,119 1,269 150 13% Main Issues Mitigating Action Anticipated Outcome A year end underspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Greenspace works across HRA open space. Ad-hoc greenspace works within the curtilage of void properties and within properties let to the homeless service. Variance Narrative Officers have reviewed the frequency and specification of greenspace works and targeted spending reduction in line with tenant priorities. None Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative A high volume of repair orders and ongoing inflationary pressures are driving up costs, with the most significant pressure across responsive repair budgets. Officers have reviewed the repairs spend and identified a potential saving against the 2025/26 repair and maintenance revenue budget by transferring qualifying repair spend to the HRA capital programme, primarily revenue funded works that extends asset lifespan. Furthermore, Electrical Installation Condition Report (EICR) spend that is complementary to the environmental sensor installation programme has also been funded from the HRA capital programme. A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. Variance Narrative The Council needs to make prudent provision for the non collection of HRA debt. HRA debt has been increasing as officers more stringently apply the rechargeable repairs policy for repairs caused by tenant neglect / abuse. These debts are difficult to collect because tenants often have multiple other debts with the Council and others. A review of the bad debt provision has identified a need to further increase the amount set aside for irrecoverable debt. Housing and Corporate Debt staff continue to work closely to maximise contact with customers with debt and to put in place reasonable affordable repayment plans that take account of customers personal circumstances. A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Page 315
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,120 289 35% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges / CFCR 29,055 27,228 (1,827) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,288) (327) 1% Main Issues Mitigating Action Anticipated Outcome A year end over-recovery Subjective Description Income from the letting of housing stock to tenants and to the homeless service. Variance Narrative A prudent approach was taken when setting the income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid-year review has forecast rental income to be £309,000 (0.5%) more than budget. None. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Void numbers and council tax payments for longer term void houses are forecast to exceed budget.Although there has been an overall reduction in voids being delayed due to meter issues, there still remains a smaller number of longer-term properties with complex meter issues that are causing delays with the utility companies. Officers will continue to work with utility companies, supported by helpthemove to find solutions for these complex meter issues. The service is also working with the council tax team / the assessor service to secure maximum relief for several of our longer-term void properties. Variance Analysis A year end overspend. Variance Analysis Forecast Variance 2025/26 Variance Narrative Subjective Analysis RAG Status Housing staff will continue to engage with utility companies to highlight meter issues that are preventing properties being available for let. Housing and Building Services staff will continue to prioritise the repair and subsequent allocation of longer term void properties. Housing staff will continue to develop and argue the case for additional council tax relief. Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties. Subjective Analysis Forecast Variance 2025/26 RAG Status A year end underspend. Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Variance Narrative HRA capital debt at 31 March 2025 was lower than forecast and this has reduced debt servicing costs across debt repayment and debt interest. Furthermore, HRA capital spend 2025/26 is forecast to be less than budget, lowering the HRA borrowing requirement in 2025/26 and, consequently, lowering interest payments. Finally, Council agreed in October 25 to transfer £1.992m of Energy Efficiency Scotland Area Based Scheme (EESABS) funding to the HRA. This funding will be used to reduce HRA capital debt, thereby lowering HRA debt interest payments. None. Page 316
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 17 December 2025 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 October 2025 (Period 7) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 October 2025. 2. Recommendations 2.1 Council is asked to: i) Note the position of the 2025/26 HRA capital budget and the HRA capital plan as 31 October 2025. ii) Note project life performance is monitored against a £345.489m project life expenditure estimate, a £80.378m project life income estimate and a £265.111m five-year borrowing requirement. iii) Note all projects are currently on track to achieve their planned completion dates and that eleven projects are forecast to deliver a total underspend of £7.999m against their five-year project life budgets. iv) Note in year financial performance is monitored against a 2025/26 capital expenditure budget of £55.547m, 2025/26 capital income budget of £6.290m and a one-year borrowing requirement of £49.257m. v) Note there is an anticipated under spend of £9.475m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.782m. 3. Background 3.1 The Council approved the HRA Capital Plan for 2025/26 to 2029/30 on 5 March 2025. The HRA capital plan approved £70.590m of capital expenditure and £15.324m of capital income in 2025/26, creating a borrowing requirement of £55.266m. 3.2 At its meeting on the 27 August 2025, the Housing and Communities Committee agreed budget adjustments that revised the 2025/26 capital expenditure budget to £55.547m and the capital income budget to £6.290m, an updated one-year borrowing requirement of £49.257m. Committee also approved a revised project life budget of £265.111m. A summary of the revised capital budgets is set out in Exhibit 1. ITEM 18 Page 317
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Exhibit 1: HRA Capital Estimates 2025/26 – 2029/30 2025/26 Forecast BCR07 (£m) 2025/26 Budget (£m) Variance (£m) Project Life Forecast BCR07 (£m) Project Life Budget (£m) Other Capital 6.690 7.433 -0.743 26.052 26.267 Component Replacement 14.778 20.881 -6.103 87.908 93.567 Void 5.775 5.258 0.517 19.873 19.873 Structural & Environmental 1.905 3.762 -1.857 16.653 17.320 Support Costs 3.100 3.100 - 17.155 17.155 More Homes 17.972 15.113 2.859 171.307 171.307 Total Expenditure 50.220 55.547 -5.327 338.948 345.489 Total Income -10.438 -6.290 -4.148 -81.836 -80.378 Prudential Borrowing 39.782 49.257 -9.475 257.112 265.111 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR07 Appendix 2 – HRA Capital Detail BCR07 4.2 The HRA capital summary report at Appendix 1 reports that: • project life expenditure is forecast to be less than budget by £6.541m over the 5-year period of the capital plan. • one project has forecast project life income of £1.458m more than the project budget • consequently, prudential borrowing will be £7.999m less than the approved project life budget over the 5-year period of the capital plan. 4.3 Appendix 2 reports all projects with their approved in year and project life estimates as well as their 2025/2026 expenditure and income forecasts. The appendix reports: • 2025/26 forecast spend of £50.220m, a £5.327m underspend against the 2025/26 budget. • 2025/26 forecast income of £10.438m, a £4.148m over-recovery against the 2025/26 budget. • 2025/26 prudential borrowing forecast of £39.782m, £9.475m less than the approved budget for 2025/26. 4.4 Commentary on the 2025/26 variances above £50,000 are set out in Exhibit 2 below. Exhibit 2: Project Over / Underspends 2025/2026 as at BCR07 Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 1 Capitalised Minor Works 3.500 3.715 -0.215 Reduced contractors spend. Page 318
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 2 Environmental Sensors 1.500 2.000 -0.500 Underspend due to challenges getting access to properties 3 Targeted SHQS /EESSH compliance works 5.000 6.628 -1.628 Underspend reflects the changing mix of the capital programme with an increased number of mixed tenure blocks that require owner consent before work can start. This necessary process delays project start. 4 External Component Renewal - Roofs 1.360 2.550 -1.190 Underspend reflects the changing mix of the capital programme with an increased number of mixed tenure blocks that require owner consent before work can start. This necessary process delays project start. 5 Doors/Window s Component Renewals 3.800 4.985 -1.185 Underspend due to challenges getting access to properties. Install team to continue programmed addresses and revisit no accesses to use materials already supplied. Underspend will reduce borrowing requirement. 6 External Stores / Garages / Bin Stores 0.000 0.048 -0.048 Works are being funded from the capitalised minor works budget. 7 Secure entry component renewals 0.000 0.100 -0.100 Works are being funded from the capitalised minor works budget. 8 Statutory / Compliance Works 0.150 0.594 -0.444 Health and safety works are now being delivered across two years. 9 Energy Improvements / Efficiency Works 0.000 0.058 -0.058 Works are being funded from the capitalised minor works budget. 10 Kitchen Upgrade 1.600 2.850 -1.250 Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. Page 319
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 11 Bathroom & Shower Replacement 0.600 0.800 -0.200 Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. 12 Void House Programme 5.775 5.258 0.517 Contractor voids spend greater than budgeted. 13 Defective structures /component renewals 0.175 0.800 -0.625 Underspend projected as future blocks are pre- inspected for condition and re-prioritisation for completion if necessary. 14 Environmental Renewal - Paths & Environment 1.130 1.000 0.130 Overspend due to mix of work requiring contactors in addition to in-house team. Overspend will be re-profiled across future years. 15 Asbestos Management Works 0.200 0.242 -0.042 Demand lower than anticipated. Underspend will reduce borrowing requirement 16 Multi Storey Flat Strategy 0.400 1.720 -1.320 Revised projection based on timing of programme. 17 Buy Backs 4.000 4.380 -0.380 Revised projection based on the anticipated programme of thirty-five acquisitions to be completed in 25/26. 18 Demolition Programme 0.213 0.140 0.073 Revised projection based on timing of programme. 19 Clydebank East 0.365 0.250 0.115 Revised projection based on development project plan. 20 Pappert 0.875 0.730 0.145 Revised projection based on development project plan. 21 Willox Park Phase1 3.398 2.980 0.418 Revised projection based on development project plan. 22 Bank Street 0.839 1.500 -0.661 Revised projection based on development project plan. 23 Bonhill Gap Sites 5.145 1.600 3.545 Revised projection based on development project plan. Page 320
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 24 Silverton 0.050 0.100 -0.050 Revised projection based on development project plan. 25 Queen Mary Avenue 1.000 0.800 0.200 Revised projection based on development project plan. 26 Future New Build & Related Regeneration Projects 0.000 0.550 -0.550 Revised projection based on development project plan. 27 Scottish Govt Buyback Grant -2.378 -0.550 -1.828 Revised projection based on the distribution of Scottish Government acquisition funding. 28 Bank Street -0.839 -1.500 0.661 Revised projection based on the application of the Strategic Local Programme 29 Bonhill Gap Sites -3.360 -1.600 -1.760 Revised projection based on the application of the Strategic Local Programme 30 Clydebank Health Centre -0.350 -0.375 0.025 Revised projection based on the application of the Strategic Local Programme 31 Other Grant -1.712 -0.406 -1.206 Additional Scottish Government Net Zero Funding awarded to fabric first energy efficiency works 4.5 Budget assumptions are required to forecast costs / income, especially where projects span multi-year and project finances have yet to be finalised. It is therefore likely that the projected year end position will change during the year. 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 estimates. Page 321
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8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are several variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) 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 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 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 estimates have been consulted during 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: 17 December 2025 Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR07 Appendix 2- HRA Capital Details BCR07 Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2025/26 - Council 5 March 2025. Wards Affected All Wards Page 322
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Period 7 - 31 October 2025 Appendix 1 Summary HRA Capital Expenditure Project Life Budget Project Life Forecast Spend Project Life Variance Rolling Programmes Projects Projects On Track / Complete Projects Off Track £000 £000 £000 Other Capital Expenditure 26,267 26,052 (215) 8 - - - Major Component Replacement 93,567 87,908 (5,659) 11 - - - Void Capital 19,873 19,873 0 1 - - - Structural & Environmental 17,320 16,653 (667) 4 - - - Support Costs 17,155 17,155 0 1 - - - Affordable Housing Supply Programme 171,307 171,307 0 5 12 12 - Total Expenditure 345,489 338,948 (6,541) 30 12 12 - Total Income (80,378) (81,836) (1,458) 4 12 12 - Total 265,111 257,112 (7,999) Page 323
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All Approved HRA Capital Projects at Period 07 _ 31 October 2025 Appendix 2 Project Category Planned End Date Revised End Date Project Life Budget Expenditure to 31 /3/25 Expenditure to Date Projected Future Spend Project Life Forecast Spend Project Variance Approved Budget 2025/26 Expenditure to Date 2025/26 Projected Spend 2025/26 In Year Variance 2025/26 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 OCE1 Special Needs Adaptations Rolling 31/03/2026 3,661 - 418 3,243 3,661 - 668 418 640 (28) OCE2 Capitalised Minor Works Rolling 31/03/2026 12,623 - 1,817 10,591 12,408 (215) 3,715 1,817 3,500 (215) OCE3 Better Homes Priority Budget Rolling 31/03/2026 1,175 - 33 1,142 1,175 - 275 33 275 - OCE4 Environmental Sensors Programme Rolling 31/03/2026 7,897 - 719 7,178 7,897 - 2,000 719 1,500 (500) OCE5 Housing CCTV Installation Programme Rolling 31/03/2026 750 - 635 115 750 - 750 635 750 - OCE6 QL Development Rolling 31/03/2026 50 - 1 49 50 - 10 1 10 - OCE7 Gypsy Travellers Site Rolling 31/03/2026 15 - 5 10 15 - 15 5 15 - OCE8 Airport Noise Rolling 31/03/2026 96 - - 96 96 - - - - - Other Capital Expenditure 26,267 - 3,628 22,424 26,052 (215) 7,433 3,628 6,690 (743) MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2026 30,163 - 1,967 26,568 28,535 (1,628) 6,628 1,967 5,000 (1,628) MCR2 External Component Renewal - Roofs Rolling 31/03/2026 13,204 - 750 11,264 12,014 (1,190) 2,550 750 1,360 (1,190) MCR3 Doors/Windows Component Renewals Rolling 31/03/2026 23,190 - 2,423 19,582 22,005 (1,185) 4,985 2,423 3,800 (1,185) MCR4 External Stores / Garages / Bin Stores Rolling 31/03/2026 247 - - 199 199 (48) 48 - - (48) MCR5 Secure entry component renewals Rolling 31/03/2026 500 - - 400 400 (100) 100 - - (100) MCR6 Statutory / Regulatory Compliance Works Rolling 31/03/2026 1,106 - - 1,106 1,106 - 594 - 150 (444) MCR7 Heating Improvement Works Rolling 31/03/2026 11,771 - 1,046 10,725 11,771 - 2,268 1,046 2,268 - MCR8 Energy Improvements / Energy Efficiency Works Rolling 31/03/2026 297 - - 239 239 (58) 58 - - (58) MCR9 Kitchen Upgrade Rolling 31/03/2026 10,089 - 874 7,965 8,839 (1,250) 2,850 874 1,600 (1,250) MCR10 Bathroom & Shower Replacement Rolling 31/03/2026 3,000 - 386 2,414 2,800 (200) 800 386 600 (200) Major Component Replacement 93,567 - 7,446 80,462 87,908 (5,659) 20,881 7,446 14,778 (6,103) VOC1 Void House Strategy Programme Rolling 31/03/2026 19,873 - 3,343 16,530 19,873 - 5,258 3,343 5,775 517 - Void Capital 19,873 - 3,343 16,530 19,873 - 5,258 3,343 5,775 517 STE1 Defective structures/component renewals Rolling 31/03/2026 4,389 - 166 3,598 3,764 (625) 800 166 175 (625) STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2026 5,436 - 676 4,760 5,436 - 1,000 676 1,130 130 STE3 Asbestos Management Works Rolling 31/03/2026 1,239 - 140 1,057 1,197 (42) 242 140 200 (42) STE4 Multi Storey Flat Strategy Rolling 31/03/2026 6,256 - 108 6,148 6,256 - 1,720 108 400 (1,320) Structural & Environmental 17,320 - 1,090 15,563 16,653 (667) 3,762 1,090 1,905 (1,857) SUP1 Salaries / Central Support / Overhead Rolling 31/03/2026 17,155 - 1,808 15,347 17,155 - 3,100 1,808 3,100 - Support Costs 17,155 - 1,808 15,347 17,155 - 3,100 1,808 3,100 - AHP1 Buy Backs Rolling 31/03/2030 21,387 - 1,848 19,539 21,387 - 4,380 1,848 4,000 (380) AHP2 Demolition Programme Rolling 31/03/2029 1,140 - 213 927 1,140 - 140 213 213 73 AHP3 Contingency Rolling 31/03/2030 530 - - 428 428 (102) 102 - - (102) AHP4 Clydebank East Project 30/04/2025 33,643 32,953 33,087 556 33,643 - 250 134 365 115 AHP5 Pappert Project 30/06/2025 9,034 8,169 9,044 10- 9,034 - 730 875 875 145 AHP6 Mount Pleasant Project 30/04/2025 5,357 4,900 5,282 75 5,357 - 382 382 382 - AHP7 7-9 Gilmour Avenue Project 30/09/2025 733 459 688 45 733 - 264 229 263 (1) AHP8 Willox Park Phase1 Project 31/12/2025 5,531 1,951 4,004 1,527 5,531 - 2,980 2,053 3,398 418 AHP9 Willox Park Phase2 Project 30/06/2027 5,355 - 1 5,354 5,355 - 100 1 100 - AHP10 Bank Street Project 31/12/2026 5,797 297 483 5,314 5,797 - 1,500 186 839 (661) AHP11 Bonhill Gap Sites Project 30/09/2026 9,521 241 1,671 7,850 9,521 - 1,600 1,430 5,145 3,545 AHP12 Clydebank Health Centre Project 31/12/2027 15,642 1,017 1,337 14,305 15,642 - 375 320 380 5 AHP13 Silverton Project 31/03/2027 2,889 29 29 2,860 2,889 - 100 - 50 (50) AHP14 Queen Mary Avenue Project 31/12/2026 4,540 40 439 4,101 4,540 - 800 399 1,000 200 AHP15 Queens Quay Site C Project 31/03/2020 7,231 31 31 7,200 7,231 - - - - - AHP16 Dennystoun Forge – New Build Project 30/09/2027 4,129 59 62 4,067 4,129 - 400 3 400 - AHP17 28 Bridge Street Project 31/03/2027 988 178 178 810 988 - 60 - 60 - AHP18 Ottawa Crescent Project 30/06/2027 6,000 - - 6,000 6,000 - 250 - 250 - AHP19 Future New Build & Related Regeneration Projects Rolling 31/03/2030 31,030 - 31,030 31,030 - 550 - - (550) AHP20 Fees, Staffing Costs, contingency Rolling 31/03/2030 830 - - 932 932 102 150 - 252 102 Affordable Housing Supply Programme 171,307 50,324 58,397 112,910 171,307 0 15,113 8,073 17,972 2,859 Total Expenditure 345,489 50,324 75,712 263,236 338,948 (6,541) 55,547 25,388 50,220 (5,327) Full Project Life Page 324
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All Approved HRA Capital Projects at Period 07 _ 31 October 2025 Appendix 2 Full Project Life Project Category Planned End Date Revised End Date Project Life Budget Income to 31/3/25 Income to Date Projected Future Income Project Life Forecast Income Project Variance Approved Budget 2025/26 Income to Date 2025/26 Projected Income 2025/26 In Year Variance 2025/26 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CAPI1 Scottish Govt Buyback Grant Rolling 31/03/2030 (10,550) - - (10,550) (10,550) - (550) - (2,378) (1,828) CAPI2 Clydebank East Project 30/04/2025 (12,605) (12,605) (12,605) - (12,605) - - - - - CAPI3 Pappert Site Project 30/06/2025 (3,725) (3,475) (3,725) - (3,725) - (250) (250) (250) - CAPI4 Mount Pleasant Project 30/04/2025 (1,838) (1,838) (1,838) - (1,838) - - - - - CAPI5 7-9 Gilmour Avenue Project 30/09/2025 (311) (191) (191) (120) (311) - (120) - (120) - CAPI6 Willox Park Phase1 Project 31/12/2025 (1,644) (1,644) (1,644) - (1,644) - - - - - CAPI7 Bank Street Project 31/12/2026 (2,220) (258) (258) (1,962) (2,220) - (1,500) - (839) 661 CAPI8 Bonhill Gap Sites Project 30/09/2026 (3,748) (378) (378) (3,370) (3,748) - (1,600) - (3,360) (1,760) CAPI9 Clydebank Health Centre Project 31/12/2027 (4,781) (966) (966) (3,815) (4,781) - (375) - (350) 25 CAPI10 Silverton Project 31/03/2027 (1,080) - - (1,080) (1,080) - - - - - CAPI11 Queen Mary Avenue Project 31/12/2026 (2,040) (140) (140) 1,900- 2,040- - - - - - CAPI12 Queens Quay Site C Project 31/03/2020 (4,814) (2,086) (2,014) (2,800) (4,814) - 72 72 72 - CAPI13 Dennystoun Forge – New Build Project 30/09/2027 (2,400) - - (2,400) (2,400) - - - - - CAPI14 Future new build sites & related regeneration projects Rolling 31/03/2030 (24,711) - - (24,711) (24,711) - (60) - 0 60 CAPI15 Owners Recoveries Rolling 31/03/2030 (3,500) - 1,300- (2,200) (3,500) - (1,500) (1,300) (1,500) - CAPI16 Other Grant Rolling 31/03/2030 (406) - (932) (932) (1,864) (1,458) (406) (932) (1,712) (1,306) CAPI17 HRA Loan Repayments Rolling 31/03/2030 (5) - 1- (4) (5) - (1) 1- (1) - Total Income (80,378) (23,581) (25,992) (55,844) (81,836) (1,458) (6,290) (2,411) (10,438) (4,148) Prudential Borrowing Requirement 265,111 26,743 49,720 207,392 257,112 (7,999) 49,257 22,977 39,782 (9,475) Full Project Life In Year Page 325
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West Dunbartonshire Council Report by the Chief Officer - Resources Council: 17 December 2025 Subject: Treasury Management Mid-Year Report 2025/2026 1. Purpose 1.1 The purpose of this report is to provide Members with an update on treasury management to 30 September 2025. 2. Recommendations 2.1 Members are requested to: (a) note the treasury management stewardship information within the appended report (b) approve the 2025/26 revised estimates of treasury and prudential indicators as advised within the appended report (Tables A, B, C, D, E, F, H, L and N) (c) remit the 2025/26 Treasury Management Mid-Year Report to full Council for approval. 3. Background 3.1 In accordance with the Treasury Policy governing the Council’s treasury management activities the Chief Officer - Resources is required to provide a mid-year report to Members regarding the Treasury function. 3.2 The mid year report covers the period 1 April 2025 to 30 September 2025, details the current position (where appropriate) and revises the 2025/26 estimates where required. 3.3 One of the key clauses of the Treasury Policy is that a responsible body is required to ensure effective scrutiny of the treasury management strategy and polices. Within West Dunbartonshire Council the body identified to fulfil this role is the Audit Committee. 4. Main Issues Treasury Management Stewardship Report 4.1 A copy of the report is attached as Appendix 1. ITEM 19 Page 327 Page 327
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4.2 The report provides details of key changes to the Council’s capital activity (the prudential indicators), the economic outlook, the actual and proposed treasury management activity (borrowing and investment) and the risk approach to treasury management (the treasury management indicators). 4.3 The external debt figures included within Table C of the report includes short term and long-term debt. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications arising from this report. 7. Financial and Procurement Implications 7.1 There are no direct financial or procurement implications arising from this report. 8. Risk Analysis 8.1 There are three main risks associated with the formulation of prudential indicators and the treasury management strategy as detailed in Appendix 1. These risks are noted below; however the Council has robust monitoring processes and provides regular reports to Council with further scrutiny by the Audit Committee: (a) Capital receipts which affect the capital financing and borrowing requirement may not materialise, if this occurs additional borrowing will be required in order to fund the financing requirement. (b) The risk of counterparties default (i.e. loss of principal sum invested) however the Council has robust controls included within its treasury management and investment strategies that help minimise this risk. (c) Capital inflation may increase capital expenditure level which will affect the capital financing and borrowing requirement leading to an increase in borrowing, assuming no additional capital receipts are available. 9. Equalities Impact Assessment 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability Page 328 Page 328
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10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 The views of Legal Services have been requested on this report who advised there are no issues or concerns. 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 five strategic priorities of the Council’s Strategic Plan. 12.2 Treasury management contributes to the Financial Strategy via the interdependency that exists between pro-active treasury management and the formulation of long-term financial plans. _______________________ Laurence Slavin Chief Officer – Resources Date: 19 November 2025 Person to Contact: Lynsey Dickson, Business Partner, Resources Council Offices, Church Street, Dumbarton Email: Lynsey.Dickson@west-dunbarton.gov.uk Appendix: Appendix 1: Treasury Management Stewardship Mid- Year Monitoring Report 2025/26 Treasury Management and Prudential Indicators 1 April 2025 to 30 September 2025 Background Papers: 1. Loans register and portfolio 2. Debt rescheduling schedules 3. Prudential Indicators 2024/25 to 2033/34 and Treasury Management Strategy 2024/25 to 2033/34 (Council 26 March 2025) Wards Affected: No wards directly affected. Page 329 Page 329
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Appendix 1 Mid-Year Monitoring Report 2025/26 Treasury Management and Prudential Indicators: 1 April 2025 to 30 September 2025 1. Introduction 1.1 The Council’s treasury management activities are regulated by a variety of professional codes, statutes and guidance: The Local Government in Scotland Act 2003 (the Act) provides the powers to borrow and invest and provides controls and limits on this activity. The Act permits Scottish Ministers to set limits either on the Council or nationally on all councils restricting the amount of borrowing which may be undertaken (no restrictions have been made as yet during 2025/26). Statutory Instrument 29 2004, requires the Council to undertake borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in Local Authorities, and therefore to operate the overall treasury function with regard to the CIPFA Code of Practice for Treasury Management in the Public Services; and the treasury activity with regard to the CIPFA Code of Practice for Treasury Management in Local Authorities. Statutory Instrument 123 2016, sets out statutory arrangements for local authority borrowing and lending and the requirement to maintain a loans fund and replaces the statutory arrangements set out in Schedule 3 of the Local Government (Scotland) Act 1975. 1.2 The regulatory framework of treasury management requires the Council to receive a mid-year treasury review, in addition to the forward looking annual treasury strategy and backward looking annual treasury report. This report meets that requirement and also incorporates the needs of the Prudential Code to ensure adequate monitoring of the capital expenditure plans and the Council’s prudential indicators. The Treasury Strategy and Prudential Indicators were previously reported to Council on 26 March 2025. The current position is shown (where appropriate) and revisions to the 2025/26 estimate are provided where required. 1.3 In December 2021, the Chartered Institute of Public Finance and Accountancy, (CIPFA), issued revised Prudential and Treasury Management Codes. These require all local authorities to prepare a Capital Strategy which provides the following: a high-level overview of how capital expenditure, capital financing and treasury management activity contribute to the provision of services an overview of how the associated risk is managed the implications for future financial sustainability The Council’s Capital Strategy was agreed by Council on 5 March 2025. 1.4 This report sets out: key changes to the Council’s capital activity (prudential indicators) Page 330
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Appendix 1 an economic update for the first part of 2025/26 the actual and proposed treasury management activity (borrowing and investment) the risk approach to treasury management (treasury management indicators). 2. Key Prudential Indicators 2.1 This part of the report updates: the Council’s capital expenditure plans and how these plans are being financed the impact of the changes in the capital expenditure plans on the prudential indicators and the underlying need to borrow compliance with the limits in place for borrowing activity the policy on the statutory repayment of loans fund advances. 2.2 Capital Expenditure – Table A illustrates the current position and revised estimates for capital expenditure for 2025/26. Table A 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Projected Outturn* (£,000) General Services 73,780 14,975 70,325 HRA 70,338 16,959 49,843 Capital Expenditure 144,118 31,934 120,168 Financed by: Capital Grants 55,745 13,937 60,294 Revenue / Other 2,957 0 396 Net Financing Need 85,416 17,997 59,478 2.2.1 The movement in the level of anticipated capital expenditure is mainly due to reprofiling carried out in 2025/26 over the life of the projects. The anticipated spend and resources are reported to Members through budgetary control reports. 2.3 Impact of changes in Capital Expenditure Plans – Table B shows the Capital Financing Requirement (CFR), which is the underlying external need to borrow for a capital purpose while Table C shows the expected debt position over the period. Table B 2025/26 Original Estimate (£,000) 2025/26 Projected Outturn (£,000) Opening CFR (1 April 2025) 947,408 881,494 New Borrowing 73,525 42,342 Long term liabilities repayment in year 0 (1,636) Page 331
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Appendix 1 Closing CFR (31 March 2026) 1,020,933 922,200 Movement in CFR 73,525 40,706 Net financing need for the year (Table A) 85,416 59,478 Loan repayments in year - excluding long term liabilities (PPP) (11,891) (17,136) New Borrowing - Movement in CFR (from previous year) 73,525 42,342 Table C 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Projected Outturn (£,000) External Debt Estimated/Actual Debt at 1 April 2025 635,303 771,372 790,778 Maturing Debt (322,687) (120,000) (314,677) Movement in Borrowing New Borrowing - Maturing Debt 322,687 120,000 314,677 New Borrowing – CFR (Table B) 73,525 0 42,342 Debt at 31 March (1) 708,828 771,372 833,120 Long Term Liabilities at 1 April 84,041 82,853 82,853 Long Term Liabilities repayment in year (Table B) 0 (682) (1,636) Long Term Liabilities at 31 March (2) 84,041 82,171 81,217 Actual Debt at 31 March (1) + (2) 792,869 853,543 914,337 CFR from Table B 1,020,933 n/a 922,200 Under/(Over) Borrowing 228,064 n/a 7,863 2.3.1 The external debt figures included within Table C includes both short term and long-term debt. This is due to the current strategy of using short-term borrowing to fund long term capital investment enabling the Council to take advantage of lower interest rates. The reduction in the estimated external debt for 2025/26 is due to a reduction in the net capital financing need for the year. 2.3.2 The capital financing requirement is calculated on a year-end position based on the Council’s balance sheet. The capital financing requirement has reduced from the original estimate due to the forecast level of capital expenditure in 2025/26 being less than budgeted. The Chief Officer - Resources can report that the Council is currently on target to meet the 2025/26 revised estimates for both indicators. 2.3.3 Table C highlights that the borrowing of the Council is forecasting a borrowed position less than the capital financing requirement at 31 March 2026. 2.4 Compliance with the limits in place for borrowing activity – A key control over the treasury activity is a prudential indicator to ensure that, over the medium term, gross borrowing will only be for capital purposes. Page 332
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Appendix 1 Gross external borrowing should not, except in the short term, exceed the total of capital financing requirement in the preceding year plus the estimates of any additional capital financing requirement for 2025/26 and next two financial years. This allows some flexibility for limited early borrowing for future years. The Council has approved a policy for borrowing in advance of need which will be adhered to if this proves prudent. The revised indicator is detailed in Table D and is illustrated by comparing the estimated gross debt as at 31 March 2025 with the capital financing requirement as at 31 March 2026. The Chief Officer - Resources reports that no difficulties are envisaged for the current year in complying with this prudential indicator. Table D 2025/26 Original Estimate (£,000) 2025/26 Projected Outturn (£,000) CFR at 31 March 2025 Estimate/Actual (Table B ) 947,408 881,494 Estimated movement in CFR 2025/26 (Table B) 73,525 40,706 2026/27 76,158 64,042 2027/28 48,094 48,094 Anticipated CFR at 31 March 2025 1,145,185 1,034,336 Gross Debt at 31 March 2023 (Table C) 792,869 853,543 2.4.1 The Operational Boundary is detailed in Table E below and is the limit beyond which external debt is not normally expected to exceed. In most cases, this would be a similar figure to the capital financing requirement, but may be lower or higher depending on the levels of actual debt. Table E 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Projected Outturn (£,000) External Debt 793,106 853,543 938,898 2.4.2 The Authorised Limit (detailed in Table F) is a prudential indicator which sets the limit beyond which borrowing is prohibited, and needs to be set and revised by Members. It reflects the level of borrowing which, while not desired, could be afforded in the short term, but is not sustainable in the longer term. It is the expected maximum borrowing need with some headroom for unexpected movements. This is the statutory limit determined under section 3 (1) of the Local Government Act 2003. Table F Page 333
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Appendix 1 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Projected Outturn (£,000) External Debt 865,206 853,543 1,024,252 3. Economic Outlook from MUFG Treasury Advisors 3.1 UK With the August rate cut now done, we are comfortable revising our previous forecast for a November rate cut, instead pushing that back to February 2026, on the basis that CPI inflation should have peaked by then and will be on a slow downwards trajectory back to 2% by 2027. Further gradual reductions in Bank Rate to 3.25% are then anticipated but, and it is a big but, only if inflation and employment data are supportive of such cuts. For threats to that central scenario abound. What if wage increases remain stubbornly high and in the region of 5% even as the economy stutters towards a position of flatlining or tepid growth? There are several sectors of the domestic economy, including social care provision, where staff shortages remain - even as unemployment ticks higher (currently 4.7%). And what about the hikes in general taxation likely to arise from the 26th November Budget. There is an estimated £15bn - £25bn second “black hole” to fill, so will there be further borrowing announced by the Chancellor to add to taxation funding? If so, how will gilt markets react to these variables…and will there be additional geo-political factors to also bake in, particularly the Fed’s monetary policy decision in September (currently 85% prospect of a rate cut) and the ongoing tariff policies emanating from the White House. And, of course, how will the ongoing conflicts in the Middle East and between Russia and Ukraine influence matters? Moreover, it looks likely that the Bank of England will reduce the pace of its Quantitative Tightening from an annual £100bn (October 2024 to September 2025) to a range between £60bn and £75bn from October 2025 (Market Participants Survey, August 2025). If that policy move also sees a shift in the gilts being sold to having shorter durations, this should prove supportive of the gilt market generally. Accordingly, our updated central forecast is made with several hefty caveats. We are confident, as we have been for some time, that our forecast for Bank Rate and the 5-year PWLB Certainty Rate is robust. But for the 10-, 25- and 50-years part of the curve, the aforementioned factors may all have a role to play in whether we end up above, close to or below our new forecasts. As it is, we have lifted our starting points and finishing points within the medium to longer dated forecasts. Clients will be aware from presentations at our Strategic Issues webinars that net annual gilt issuance of c£180bn is around a four-fold increase compared to recent annual issuance, and with pension fund and insurance company investment favouring shorter durations, it has been left to transient foreign investors and hedge funds to fill the investor vacuum. Whilst this backdrop prevails, we see no obvious reason why medium to longer gilt yields will not remain at elevated levels, even allowing for a gradual Page 334
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Appendix 1 reduction in inflation over the course of the forecast. Consequently, our forecasts at Q3 2028 are 20 basis points higher than previously projected for the 10 years and 50 basis points higher for 25 to 50 years. Our revised PWLB rate forecasts below are based on the Certainty Rate (the standard rate minus 20 bps) which has been accessible to most authorities since 1 November 2012. Please note, the lower Housing Revenue Account (HRA) PWLB rate started on 15 June 2023 for those authorities with an HRA (standard rate minus 60 bps) and is set to prevail until at least the end of March 2026. Hopefully, there will be a further extension to this discounted rate announced in the Budget. 3.2 Scotland Total funding in 2025-26 is just over £60 billion. This is £485 million higher than presented in our May 2025 report. Most of this increase comes from additional funding being carried into 2025-26 from the previous year. There is also additional social security Block Grant Adjustment funding as a result of UK Government changes to Winter Fuel Payment in England and Wales and lower borrowing costs than previously planned. In 2026-27, although the total available funding is similar to our May 2025 report, the split between resource and capital has changed, with resource lower and capital higher. By 2030-31 total funding is projected to be £994 million lower than in our May report with resource funding down £700 million and capital funding down £293 million. This follows the UK Government Spending Review on 11 June 2025, which set Scotland’s block grant resource funding through to 2028-29 and capital funding through to 2029-30. In May 2025, ahead of the UK Government’s Spending Review, we assumed the resource and capital Block Grant would change broadly in line with the Office for Budget Responsibility’s (OBR) March 2025 forecast of growth in overall UK department spending. Making this assumption allowed us to present an overview of the Scottish Government’s funding position. Now that we have the details of the UK Government’s Spending Review, we have updated that position. Over the period from 2024-25 to 2030-31, resource funding is expected to grow by 24 per cent in nominal terms. After adjusting for inflation, the growth is 10 per cent. Devolved social security spending is taking up an increasing share of the resource budget. This reduces funding growth available for all other areas of spending to 6 per cent in real terms over the next five years. In the current year (2025-26), spending on social security is 13.2 per cent of resource funding, and is expected to increase to 15.6 per cent by the end of the forecast period in 2030-31. One of the immediate pressures we discussed in our May 2025 report was public sector pay. The MTFS provides some additional information on public Page 335
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Appendix 1 sector pay, noting that it accounts for 55.0 per cent of the entire Scottish resource budget in 2025-26. As we noted in our May 2025 report, pay deals agreed so far in 2025-26 have been above the Scottish Government’s Public Sector Pay Policy of 3 per cent in 2025-26. For example, NHS workers in Scotland on Agenda for Change terms have agreed a pay rise of 4.25 per cent in 2025-26 and 3.75 per cent in 2026-27. We have commented before on the cumulative future impact of current pay awards. A higher current award not only increases the paybill in the current year, but also the cost of every future award because it increases the base to which those future awards are applied. The remaining pay negotiations this year will now be conducted against the background of the Scottish Government’s newly announced workforce reduction policy. Although the Government has retained its policy of no compulsory redundancies, the impact of this change may influence negotiations. 3.3 International update Since March, the US Government has announced a series of tariff policy changes for various countries and products. The baseline projections in this Report are conditioned on the tariff rates implemented as of 29 July, which for the US means an estimated effective tariff rate of around 14%. This is down from the 23% estimate based on trade policies that had been implemented at the time of the May Report, but up from the 2% estimate prior to the policy changes. Tariff rates fell after the May Report as there was a de-escalation of tensions between some countries, particularly the US and China, and trade agreements between others, initially the US and the UK. After that agreement, the estimated effective US tariff rate on the UK fell from 11% estimated at the time of the May Report to 8%–9% now. Military action between Iran and Israel (later joined by the US) in June, led to a rise in spot oil prices, peaking at a little under $80 a barrel, up from a little over $60 at the time of the May Report. Since then, tensions have eased, and spot oil prices have fallen back and averaged a little under $70 a barrel over the 15 working days to 29 July. Oil prices are currently below levels seen at the start of the year reflecting a combination of increased supply from OPEC countries and the expectation of weaker global demand. Liquified natural gas prices similarly increased in June but subsequently fell back. Oil and gas prices have ended the period since May slightly higher than their levels at the time of the previous Report. * Link Group Interest Rate Forecast 11TH August 2025 ** Scottish Fiscal Commission Report 29th May 2025 & revised version June 2025 *** Bank of England Monetary Policy Report – August 2025 Page 336
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Appendix 1 3.4 Based upon the above information, the Council’s treasury advisor, MUFG, has provided the following interest rate forecast as at August 2025. With no changes made after this date, they have revised the forecast pushing back a rate cut until February 2026. It sets out a view that short, medium and long-dated interest rates will fall back over the next year or two, on the basis that CPI inflation should have peaked by then and will be on a slow downwards trajectory back to 2% by 2027. Further gradual reductions in Bank Rate to 3.25% are then anticipated, but, only if inflation and employment data are supportive of such cuts. Table G: - Source: MUFG Corporate Markets 3.5 Downside risks to current forecasts for UK gilt yields and PWLB rates currently include: Labour and supply shortages prove more enduring and disruptive and will depress economic activity (accepting that in the near-term this is also an upside risk to inflation and, thus, rising gilt yields). The Bank of England acts too quickly, or too far, over the next two years to raise Bank Rate and causes UK economic growth, and increases in inflation, to be weaker than we currently anticipate. UK / EU trade arrangements – if there was a major impact on trade flows and financial services due to complications or lack of co-operation in sorting out significant remaining issues. Geopolitical risks, for example in Ukraine/Russia, China/Taiwan/US, Iran, North Korea and Middle Eastern countries, which could lead to increasing safe-haven flows. 3.6 Upside risks to current forecasts for UK gilt yields and PWLB rates are as The Bank of England is too slow in its pace and strength of increases in Bank Rate and, therefore, allows inflationary pressures to build up too strongly and for a longer period within the UK economy, which then necessitates an even more rapid series of increases in Bank Rate faster than we currently expect. The Government acts too quickly to cut taxes and/or increases expenditure in the light of the cost-of-living squeeze. The pound weakens because of the UK’s growing borrowing requirement resulting in investors pricing in a risk premium for holding UK sovereign debt. Page 337
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Appendix 1 Longer term US treasury yields continue to rise strongly and pull gilt yields up even higher than currently forecast. 4. Treasury Management Activity 4.1 This part of the report updates: the Council’s expected borrowing need and details of under/(over) borrowing debt rescheduling and new borrowing debt charges investments 4.2 The Expected Borrowing Need – This was set out in Table C and demonstrates that at 31 August 2025 the Council is projecting an under- borrowed position. It should be noted that due to current economic climate the borrowing rates are significantly different than this time last year, with long term borrowing rates for periods greater than 25 years currently between 6.31% and 6.58%, depending on length of term for borrowing (as at 2 September 2025). This introduces an element of interest rate risk, as longer term borrowing rates may rise further; however, this position is being carefully monitored. 4.3 Debt rescheduling and new borrowing – The Council has undertaken debt rescheduling during 2025/26 of £33.100m (to 30 September 2025). In the year to date naturally maturing debt of £135.000m has been repaid which has been mainly funded by loans from other local authorities. 4.4 Debt Charges – The revised estimate for debt charges for both the General Fund and the HRA is shown in Table H. Table H 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Revised Estimate (£,000) Borrowing 51,893 24,647 49,294 Other Long-Term Liabilities 9,061 4,531 9,061 Total 60,954 29,178 58,355 4.5 Investments – The objectives of the Council’s investment strategy are to ensure the re-payment of the principal and interest of its investments on time with the level of investment return being a secondary objective. Following on from the economic background above, the current investment climate has one over-riding risk which is the risk of default. 4.5.1 The Council held £29.1m of cash investments at 30 September 2025, and the constituent parts of the investment position are detailed in Table I: Page 338
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Appendix 1 Table I £000 Country < 1 Year 1–2 Years 2–3 Years Banks UK 4,129 Nil Nil Money Market Fund UK 20,000 Nil Nil Local Authorities UK 5,000 Nil Nil Total UK 29,129 Nil Nil 4.5.2 Table J details the revised budget position for investment income. The original estimate has increased by £0.621m due to ongoing interest rate changes. Table J 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Revised Estimate (£,000) Investment Income 21 321 642 4.5.3 A regulatory development to address risk is the consideration and approval of benchmarks relating to investment security, liquidity and the level of return. Benchmarks are used to assess the level of return and investment performance, however the application of security and liquidity benchmarks are more subjective in nature. Security - The Council’s maximum security risk benchmark for the current portfolio in relation to investment periods of up to one year (when compared to historic default tables) was set at 0.00% and the Chief Officer - Resources can report that there have been no defaults of principal sums invested in the year to date. Creditworthiness - Significant levels of downgrades to Short- and Long- Term credit ratings have not materialised since the crisis in March 2020. Liquidity – The Chief Officer - Resources can report that liquidity arrangements were adequate during the year to date and that the liquidity facilities and benchmarks set by the Council as noted below were maintained: o Bank overdraft - £1.000m o Liquid short term deposits of at least £5.000m available on an overnight basis. Return on Investments – The Chief Officer - Resources can report that the investment return to date averages 4.31%. Table K illustrates how this average return compares with the local benchmarks. Table K Benchmark Benchmark Return Average Return Compound 12 month SONIA* 4.47% 4.31% Council’s Instant Access Account 4.18% 4.31% Page 339
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Appendix 1 * SONIA is Sterling Overnight Index Average and has replaced LIBOR & LIBID 5 Key Treasury Management Indicators 5.1 This part of the report updates: actual and estimates of the ratio of financing costs to net revenue stream upper limits on interest rate exposure maturity structure of borrowing total principal sums invested. 5.2 Actual and estimates of the ratio of financing costs to net revenue stream – This indicator (Table L) identifies the trend in the cost of capital against the net revenue stream. Table L 2025/26 Original Estimate 2025/26 Revised Estimate General Fund 10.36%* 9.43% HRA 53.00% 51.01% *The General Fund 2025/26 Estimate has been restated in line with the funding used in the Performance Indicator. 5.3 Upper Limits on Fixed and Variable Rate Exposure – These indicators identify a maximum limit for fixed and variable interest rates based upon the debt position. They were set at 100% and 50% respectively for 2025/26. The Chief Officer – Resources reports that the Council operates within these limits. 5.4 Maturity Structures Of Borrowing – These maximum limits are set to reduce the Council’s exposure to large fixed rate loans (those instruments which carry a fixed interest rate for the duration of the instrument) which are due to naturally mature in any given period as detailed in Table M and show that the Council operates within limits set. Table M Maturity Structure of Fixed Interest Rate Borrowing 2025/26 Original Limits Current Position Under 12 months 50% 35% 12 months to 2 years 50% 4% 2 years to 5 years 50% 29% 5 years to 10 years 50% 6% 10 years to 20 years 50% 2% 20 years to 30 years 50% 4% 30 years to 40 years 50% 3% 40 years to 50 years 100% 14% 50 years to 60 years 100% 3% Page 340
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Appendix 1 60 years to 70 years 100% 0% 5.5 Total Principal Funds Invested – These limits are set to reduce the need to temporarily borrow to cover any unexpected expenditure and show limits to be placed on investments with final maturities beyond each year-end. The Council currently invests sums for periods greater than 365 days in Clydebank Property Company and hub West Scotland as detailed in Table N. Table N 2025/26 Original Estimate (£,000) Current Position (£,000) 2025/26 Revised Estimate (£,000) Clydebank Property Company 273 273 273 Hub West Scotland 198 198 198 Total Principal sums invested > 365 days (maximum limit £5m) 471 471 471 Page 341
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Council: 17 December 2025 _______________________________________________________________________________ Subject: Review of West Dunbartonshire Council’s Capital Programme 1. PURPOSE 1.1 To provide Council with the outcome of a review of the Council’s capital programme and present recommendations to reduce the capital programme in response to concerns about financial sustainability. 2. RECOMMENDATIONS 2.1 It is recommended Members: i) Approve the removal of the 7 projects listed in Exhibit 4a of the report from the Council’s capital plan ii) Approve reduced budget allocations to the 6 projects listed in Exhibit 5a of the report. iii) Approve reduced budget allocations to the 4 recurring budget lines listed in Exhibit 6a of the report. iv) Note these amendments will remove a total of £7.169m capital expenditure from the Council’s long term capital programme and generate an estimated £0.154m in revenue savings in 2025/26. v) Note these amendments will reduce the budget gap in 2026/27 by £0.248m, 2027/28 by £0.353m, 2028/29 by £0.433m, 2029/30 by £0.441m and 2030/31 by £0.156m 3. BACKGROUND 3.1 On 5 March 2025, the Council agreed an updated Capital Plan with a range of specific projects and also recurring projects for areas where it is recognised there needs to be a degree of capital spend each year (for example building upgrades, roads maintenance, vehicle replacement etc). 3.2 The Capital Plan profiles capital expenditure over the life of the plan. Exhibit 1 summarises that profiled expenditure over the period to 2033/34. Exhibit 1 - Summary of Capital Expenditure as at March 2025 Budget Meeting (costs in £000) Service No 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 Total 25/26- 33/34 Recurring 14 17,024 13,341 11,920 11,216 10,863 10,863 10,863 10,622 10,997 107,709 RES* 14 4,831 5,175 386 0 0 0 0 0 0 10,391 R&R* 13 8,584 14,503 4,123 0 0 0 0 0 0 27,210 ITEM 20 Page 343
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R&N* 28 31,435 17,410 10,938 100 100 100 100 100 100 60,382 EDU* 5 12,343 2,854 100 100 107 0 0 0 0 15,504 P&T* 3 346 48 49 49 59 0 0 0 0 551 Total 77 74,562 53,331 27,516 11,465 11,129 10,963 10,963 10,722 11,097 221,748 *RES – Resources *R&R – Regulatory & Regeneration *R&N – Roads & Neighborhood *EDU – Education *P&T – People & Technology 3.3 The Council receives a general capital grant from the Scottish Government each year (approximately £6m). Any spend above this level, not funded from other grants, is funded through borrowing. Capital spend funded from borrowing results in loan charges until the borrowing is fully repaid. Exhibit 2 summarises how the capital expenditure in each of the years between 2025/26 and 2033/34 is currently projected to be financed. Exhibit 2 - Financing the Capital Programme 2025/26-2033/34 Service 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 Total 25/26- 33/34 Borrowing 20,365 38,127 20,323 7,140 6,804 6,638 6,638 6,397 6,772 119,204 Ring Fenced Capital Grant 21,887 8,345 2,299 0 0 0 0 0 0 32,531 General Capital Grant 18,704 3,407 3,407 3,407 3,407 3,407 3,407 3,407 3,407 45,960 Matched Funding 2,037 1,098 912 818 818 818 818 818 818 8,955 Other 11,569 2,354 575 100 100 100 100 100 100 15,098 Total 74,562 53,331 27,516 11,465 11,129 10,963 10,963 10,722 11,097 221,748 3.4 Exhibit 2 shows the Council’s current capital programme will require £119.204m of prudential borrowing over the period 2025/26 to 2033/34 based on current projections. That represents 54% of the total planned capital programme expenditure. 4. MAIN ISSUES Financial Sustainability of the Capital Programme 4.1 The ongoing financial pressures continue to have a significant impact on both the sustainability and delivery of the Council’s capital programme. Cost Escalation 4.2 Persistent inflationary trends across construction and related sectors have driven up the cost of materials, labour, and specialist services. Contractors and suppliers are increasingly incorporating risk premiums to cover anticipated future price increases, particularly for projects with extended delivery timelines. It is reasonable to assume that any projects costed within the last 12–18 months may now require Page 344
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materially higher budgets than those currently reflected in the Capital Plan. Emerging Risks for 2025/26–2033/34 4.3 In addition to inflation several emerging factors will influence the cost of the Capital programme over the medium term: o Decarbonisation Requirements: increasing regulatory and policy commitments to achieve net-zero emissions will require investment in sustainable materials and technologies, often at a premium cost. o Interest Rate Volatility: higher borrowing costs could reduce the Council’s capacity to finance large-scale projects without impacting revenue budgets. o Skills Shortages: labour market constraints in construction and engineering sectors may lead to higher contractor rates and longer project timelines. o Technological Obsolescence: rapid changes in ICT and fleet technology will necessitate more frequent upgrades, increasing recurring capital demands. Cost of Funding the Capital Programme 4.4 As shown in Exhibits 1 and 2, the revised Capital programme allocates a total capital budget of £221.748m over the period 2025/26 to 2033/34. The programme continues to be funded through a combination of borrowing, Scottish Government grants, and other external sources: o Borrowing: £119.204m (54% of total) will be financed through borrowing, making the programme highly sensitive to interest rate movements and debt servicing costs. o General Capital Grant: £45.960m is expected from the Scottish Government’s General Capital Grant. o Ring-Fenced Grants: £32.531m linked to specific projects and subject to strict eligibility criteria. o Other Sources: Matched funding and other contributions total approximately £24.053m, but these often require competitive bidding and partnership arrangements. Given the reliance on borrowing and the volatility of interest rates, the financial sustainability of the programme remains a key concern. Implications for Capital Plan Review 4.5 These financial and operational pressures highlight the need for a comprehensive review of the capital programme to ensure investment priorities remain deliverable within the Council’s financial capacity. Impact of Interest Rate Movements and Cost Inflation Page 345
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4.6 It is widely recognised that interest rates have risen significantly compared to previous projections, placing additional pressure on the financial sustainability of the Capital Programme. Public Works Loan Board (PWLB) borrowing rates currently sit at approximately 4.5%, whereas in March 2022, when the Capital Plan was last subject to a comprehensive review, long-term borrowing of up to 10 years could be secured at around 2.3%. To illustrate the impact, in 2022, a capital project costing £10m at an interest rate of 2.3% repaid over 40 years would have resulted in a total payback of £14.7m. At current PWLB rates of 4.5%, the payback rises to £19.2m, an increase of £4.5m or 31%. Impact of Capital Spend on Future Revenue Budgets 4.7 The repayment of borrowing used to fund capital projects creates a long term revenue budget commitment over the lifespan of the asset. Additional borrowing to fund higher-cost projects will increase the Council’s overall debt position and result in substantial interest charges and repayment of the loan principal. 4.8 The Council has a statutory obligation to balance its budgets. The revenue budget continues to face significant pressure. Higher interest rates have further compounded these challenges, meaning any new capital investment will add additional strain to the loans charges element of the revenue budget. Members should also note that, beyond the increased cost of financing, completed assets often bring additional ongoing revenue commitments for maintenance, lifecycle replacement, and operational costs. 4.9 Decisions on future capital investment must focus on achieving best value for money for the Council. This includes prioritising projects that safeguard essential services, mitigate key risks, and align with statutory and strategic objectives. Approach to Review of the Capital Programme 4.10 This review of the Council’s capital programme builds on the review in 2022 where Council agreed to reduce the plan by £31.985m. It has focused on non-recurring projects considered non-essential or discretionary and annual recurring projects where the value remains static year on year and could be reduced. o 4.11 The capital programme was reviewed by a sub-group of the Strategic Asset Management Group, chaired by the Chief Officer Resources. Initial proposals and questions were issued to all Chief Officers regarding projects allocated to their services and opportunities provided to Chief Officers to provide detailed programmes in respect of the recurring programmes. Responses and feedback were considered and informed the recommendations set out in this report. Page 346
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4.12 For each line in the Capital Programme, a recommended action has been identified: Remove – cancel the project. Reduce – reduce the allocated budget over the life of the programme. Keep – retain the project with no changes. Financial Impact of Recommended Actions 4.13 If the recommendations in this report are fully accepted then: o Removed Projects: Seven projects with a combined capital budget of £0.408m in 2025/26 and additional allocations in future years (2026/27–2029/30) of £2.104m, making an overall reduction of £2.512m. o Reduced Specific Projects: Six projects, with a combined capital budget reduction of £1.511m in 2025/26 and additional reductions in future years (2026/27–2029/30) totaling £0.388m, giving an overall reduction of £1.899m o Reduced Recurring Project: Four projects, with a combined capital budget of £0.230m in 2025/26 and additional allocations in future years (2026/27–2033/34) totaling £2.528m, giving an overall reduction of £2.758m across the programme period. These reductions reflect adjustments to recurring projects to align with revised priorities and affordability constraints. Following the latest review and re-profiling exercise for the 2025/26 capital programme, the combined effect of these changes will reduce the overall capital programme by £7.169m across the period 2025/26 to 2033/34. This will deliver revenue savings in 2025/26 of £0.154m and reduce future budget gaps by: 2026/27 – £0.248m 2027/28 - £0.353m 2028/29 - £0.433m 2029/30 - £0.441m 2030/31 – £0.156m It will also generate further revenue savings beyond 2030/31 due to the ongoing reductions in the recurring capital budgets and consequential reductions in loan charges. These have not been calculated at the current time as the Council’s future budget estimates only extend to 5 years and loan charges estimates are reviewed on an annual basis. These changes improve affordability and ensure that planned expenditure is aligned with realistic delivery schedules and revised priorities. 4.14 Exhibits 4a – 6c summarise the rationale for each project removed or reduced and the capital and revenue impacts of the recommended action. Page 347
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Exhibit 4a – Projects Recommended for Removal Service Project Rationale RES 7 New Sports Changing Facility Dumbarton West Minor spend to date and project has not progressed for an extended period of time due to site constraints. The demand for a facility in this location is currently unknown. RR 1 Legal Case Management System Service has confirmed system is no longer required. RR 2 Installation of Solar PV at Clydebank Leisure Centre Project has not progressed for an extended period. If a future requirement is recognised a capital bid can be submitted to reflect estimated costs and a programme of works. RR 3 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Project has not progressed for an extended period. Consideration will be given whether this can sit within an existing revenue or capital budget for service area or a capital bid could be submitted once future costs and programme are known. RR11 Securing sites to make safe As reported to Infrastructure Regeneration and Economic Development Committee on 21 May 2025 this project has been completed. The residual budget should have been removed at that time however was carried forward in error. This removal corrects that error. RN 17 Waste Transfer Station The project has not progressed and is currently on hold. Some expenditure has been incurred for work which will inform and support the development of a future project when it is resumed. RN 22 Kilmaronock Cemetery Extension Excess budget with no spend allocated for remainder of financial year. Exhibit 4b – Reduction in Capital for Projects Recommended for Removal Service Project Budget 2025/26 (£m) Budget 2026/27 (£m) Budget 2027/28 (£m) Budget 2028/29 (£m) Budget 2029/30 (£m) Project Life (£m) RES 7 New Sports Changing Facility Dumbarton West 0.340 0 0 0 0 0.340 RR 1 Legal Case Management System 0.033 0 0 0 0 0.033 RR 2 Installation of Solar PV at Clydebank Leisure Centre 0 0.057 0 0 0 0.057 RR 3 Leisure Energy projects 0 0.226 0 0 0 0.226 Page 348
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RR11 Securing sites to make safe 0.030 0 0 0 0 0.030 RN 17 Waste Transfer Station 0 0 0 1.821 0 1.821 RN 22 Kilmaronock Cemetery Extension 0.005 0 0 0 0 0.005 Totals 0.408 0.283 0 1.821 0 2.512 Exhibit 4c – Revenue Savings for Projects Recommended for Removal Service Project Budget 2025/26 (£m) Budget 2026/27 (£m) Budget 2027/28 (£m) Budget 2028/29 (£m) Budget 2029/30 (£m) Total Saving (£m) RES 7 New Sports Changing Facility Dumbarton West 0.024 0.023 0.023 0.023 0.022 0.115 RR 1 Legal Case Management System 0.003 0.003 0.003 0.003 0.002 0.014 RR 2 Installation of Solar PV at Clydebank Leisure Centre 0 0.005 0.005 0.005 0.004 0.019 RR 3 Leisure Energy projects 0 0.019 0.018 0.018 0.017 0.072 RR11 Securing sites to make safe 0.002 0.002 0.002 0.002 0.002 0.01 RN 17 Waste Transfer Station 0 0 0 0.127 0.127 0.254 RN 22 Kilmaronock Cemetery Extension 0.001 0.001 0.001 0.001 0.001 0.005 Totals 0.030 0.053 0.052 0.179 0.175 0.489 Exhibit 5a – Projects Recommended for Capital Budget Reduction Service Project Rationale RES 11 Finance Ledger System Project reduced by £0.200m in line with anticipated costs. RN 9 A813 Road Improvement Phase 1 Footway upgrade including improvement to road crossing and repositioning of street lights programmed for February 2026. Future design works for phase 2 have not commenced and a future capital bid will be brought forward with detailed programme and costs once known. RN 12 River Leven Flood Budget reduced to £200k to complete the first phase of works. A future capital bid will be brought forward Page 349
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Prevention Scheme with detailed programme and costs for any project identified from the feasibility study for possible future phases. RN 19 East End Park Resurfacing Budget reduced to reflect spend to date of £0.024m plus an additional £0.010m for repair costs to damaged pitch surface. RN 23 Creation of 3 new all weather pitches. Budget reduced by £0.799m due to the delivery of an all weather pitch at Lachie Stewart Memorial Park not being achieved. P&T 4 Development of Workforce Management System Budget reduced by £0.188m to reflect amended breakdown of spend profile provided by service Exhibit 5b – Reduction in Capital for Projects Recommended for Reduction Service Project Budget 2025/26 (£m) Budget 2026/27 (£m) Budget 2027/28 (£m) Budget 2028/29 (£m) Budget 2029/30 (£m) Project Life (£m) RES 11 Finance Ledger System 0 0.200 0 0 0 0.200 RN9 A813 Road Improvement Phase 1 0.121 0 0 0 0 0.121 RN12 River Leven Flood Prevention Scheme 0.420 0 0 0 0 0.420 RN 19 East End Park Resurfacing 0.171 0 0 0 0 0.171 RN 23 Creation of 3 new all weather pitches 0.799 0 0 0 0 0.799 P&T 4 Development of Workforce Management System 0 0.031 0.049 0.049 0.059 0.188 Total 1.511 0.231 0.049 0.049 0.059 1.899 Exhibit 5c – Revenue Implications of Projects Recommended for Reduction Service Project Budget 2025/26 (£m) Budget 2026/27 (£m) Budget 2027/28 (£m) Budget 2028/29 (£m) Budget 2029/30 (£m) Total Saving (£m) RES 11 Finance Ledger System 0 0.017 0.016 0.016 0.016 0.065 RN9 A813 Road Improvement Phase 1 0.008 0.008 0.008 0.008 0 0.032 Page 350
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RN12 River Leven Flooding Scheme 0.029 0.029 0.028 0.028 0.028 0.142 RN 19 East End Park Resurfacing 0.014 0.014 0.014 0.013 0.013 0.068 RN 23 Creation of 3 new all weather pitches 0.056 0.055 0.054 0.053 0.052 0.270 P&T 4 Development of Workforce Management System 0 0.003 0.007 0.011 0.015 0.036 Total 0.107 0.126 0.127 0.129 0.124 0.613 Exhibit 6a – Recurring Projects Recommended for Reduction Service Project Rationale RR4 Regeneration/Local Economic Development Several allocations have been removed as they were aspirational, not legally committed, or better funded through alternative sources such as the Levelling Up Fund. Key strategic items like Dumbarton High Street feasibility, Balloch Pierhead Masterplan, and long- term staffing commitments remain in the plan to support ongoing regeneration and planning priorities. RN 13 Public non-adopted paths and roads Project reduced by 25%. No current detailed programme of works. Over the last three years the budget has been underspent between £0.200m and £0.400m each year. A potential risk for future increase in insurance claims may occur. HSCP 2 ICT Modernisation HSCP Project reduced by £0.050m in 2025/26 and £0.100m per financial year from 2026/27 onwards. This reflects spend profile provided by the service while leaving a small residual balance to absorb any potential cost increases. The budget line has been underspent year on year. HSCP 3 Community Alarm upgrade Project reduced in future years 2027/28 – 2033/34 to nil in line with programme provided by service. Exhibit 6b – Reduction in Capital for Recurring Projects Recommended for Reduction Project 25/26 (£m) 26/27 (£m) 27/28 (£m) 28/29 (£m) 29/30 (£m) 30/31 (£m) 31/32 (£m) 32/33 (£m) 33/34 (£m) Project Life (£m) RR4 Regeneration/Local Economic Development 0.180 0.570 0.250 0.108 0.025 0.025 0.025 0.025 0.025 1.233 RN13 Public non-adopted paths and roads 0 0.056 0.056 0.056 0.056 0.056 0.056 0.056 0.056 0.448 HSCP 2 ICT Modernisation HSCP 0.050 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.100 0.850 HSCP 3 Community Alarm upgrade 0 0 0.036 0.040 0.042 0 0 0.042 0.067 0.551 Total 0.230 0.726 0.442 0.304 0.223 0.181 0.181 0.223 0.248 2.758 Exhibit 6c – Revenue Implications of Recurring Projects Recommended for Reduction Page 351
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Service Project 25/26 (£m) 26/27 (£m) 27/28 (£m) 28/29 (£m) 29/30 (£m) 30/31 (£m) 31/32 (£m) 32/33 (£m) 33/34 (£m) Total Saving (£m) RR 4 Regeneration/Local Economic Development 0.013 0.053 0.07 0.078 0.079 0.081 0.083 0.085 0.086 0.628 RN 13 Public non-adopted paths and roads 0.000 0.004 0.008 0.012 0.016 0.020 0.024 0.027 0.031 0.142 HSCP 2 ICT Modernisation HSCP 0.004 0.012 0.021 0.029 0.037 0.045 0.054 0.062 0.07 0.334 HSCP 3 Community Alarm upgrade 0 0 0.003 0.006 0.01 0.01 0.01 0.013 0.019 0.071 Total 0.017 0.069 0.174 0.125 0.142 0.156 0.171 0.187 0.206 1.175 Future Additions to the Capital Programme 4.15 Since December 2022, the Council has implemented a robust assessment and risk prioritisation process for all future bids for additions to the Capital Programme. This process is managed by the Strategic Asset Management Group and includes input and recommendations from the Chief Officer: Resources. 4.16 Services submitting a request for a new capital project are required to complete a detailed bid form, providing comprehensive information on financial implications, alignment with the Council’s corporate objectives and Strategic Plan, and any statutory or legal requirements. Consideration is also given to service delivery impact, risk mitigation, and potential financial benefits. While services score their bids against these categories, all submissions are subject to review by the Strategic Asset Management Group to ensure consistency and fairness in the scoring process. 4.17 New capital bids can be considered throughout the year to address emerging Council and service demands. These bids are assessed through the established prioritisation process and, where appropriate, are presented to Council and relevant committees via the regular budgetary control reporting cycle. This approach ensures flexibility to respond to changing needs while maintaining strong governance, transparency, and consistency in decision-making. 5. PEOPLE IMPLICATIONS 5.1 The reduction in the capital programme may have a direct impact on staffing requirements. As fewer projects progress, the demand for project management and delivery resources will decrease. However, at this stage, until service areas review their capital programme and other workstreams, the extent of these implications cannot be definitive. 6. FINANCIAL AND PROCUREMENT IMPLICATIONS 6.1 Sets out the options to reduce the capital budget expenditure and associated revenue impact. Page 352
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6.2 There are no procurement recommendations as a result of this report. 7. RISK ANALYSIS 7.1 Reductions in the Capital Programme, particularly in recurring service budgets, may have a detrimental impact on service delivery and could lead to an increase in complaints. In the current financial context, these risks are heightened by several factors: o Asset Deterioration: deferring or cancelling projects may accelerate the decline of ageing infrastructure, resulting in higher repair and maintenance costs and potential service interruptions. o Health and Safety Compliance: reduced investment could compromise compliance with statutory obligations, increasing the risk of incidents and associated liabilities. o Impact on Strategic Objectives: scaling back projects may delay progress on key priorities such as net-zero commitments, digital transformation, and community regeneration. o Operational Pressures: services may face increased operational challenges if essential upgrades to ICT, fleet, or property assets are postponed, affecting efficiency and resilience. o Reputational Risk: service reductions or delays in planned improvements could lead to negative public perception and increased complaints, particularly where expectations have already been set. o Financial Consequences: short-term savings may result in long- term cost escalation due to emergency repairs, higher borrowing costs for future catch-up investment, and potential loss of external funding tied to specific projects. 8. EQUALITIES IMPACT ASSESSMENT (EIA) 8.1 None of the proposed amendments to the capital programme are anticipated to have a differential impact on individuals or groups with protected characteristics under the Equality Act 2010. As such, a formal Equality Impact Assessment (EIA) is not considered necessary. However, the Council will continue to monitor the implementation of these changes to ensure that equality considerations remain fully addressed. 9. CONSULTATION 9.1 The views of all Chief Officers have been requested on this report and feedback incorporated herein. 10. STRATEGIC ASSESSMENT 10.1 In alignment with the West Dunbartonshire Council Strategic Plan 2022–2027, this report demonstrates that reviewing and reprioritising the capital programme supports the delivery of key priorities: Page 353
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o Our Communities – Resilient and Thriving: By prioritising essential infrastructure and assets, the review ensures that services remain accessible, safe, and responsive to local needs, promoting wellbeing and resilience across West Dunbartonshire. o Our Economy – Strong and Flourishing: The revised programme focuses on sustainable and financially viable investment, supporting efficient use of resources and enabling projects that contribute to economic growth and regeneration. o Our Council – Inclusive and Adaptable: The review reflects the Council’s commitment to sound financial governance and transparent decision-making, ensuring that capital investment remains adaptable to changing demands and fiscal realities. Through this review, the Council reinforces its commitment to these strategic priorities, ensuring that capital investment decisions deliver long-term value, maintain essential services, and support the achievement of the Strategic Plan objectives. Laurence Slavin Chief Officer – Resources Date: 04 December 2025 Person to Contact: Laurence Slavin, Chief Officer - Resources Email: Laurence.Slavin@west-dunbarton.gov.uk Appendices: None Background Papers: Report by Chief Officer: Resources to Council 21 December 2022: Review of West Dunbartonshire Council’s Capital Programme Report by Chief Officer: Resources to Council 5 March 2025: Capital Strategy 2025/25 to 2033/34 Wards Affected: All Page 354