Document Pack (Bookmarked) 25.03.26
West Dunbartonshire Council · 25 March 2026
Back to West Dunbartonshire Council — 25 March 2026 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, 25 March 2026 ___________________________________________________________________ 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: 12 March 2026 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, 25 MARCH 2026 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on 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 MEETINGS Submit, for approval as correct records, the Minutes of Meetings of West Dunbartonshire Council held on:- (a) 17 December 2025 (Special); 7 – 8 (b) 17 December 2025 (Ordinary); 9 – 23 (c) 11 February 2026 (Requisitioned); and 25 – 27 (d) 4 March 2026 (Budget). 29 – 62 7/ Page 3
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7 MINUTES OF MEETING OF AUDIT COMMITTEE 63 – 66 Submit for information, and where necessary ratification, the Minutes of Meeting of the Audit Committee held on 10 December 2025. 8 NON-DOMESTIC RATES HARDSHIP APPLICATION 67 – 72 Submit report by the Chief Officer – Resources requesting consideration of a non-domestic rates hardship application. 9 TREASURY MANAGEMENT STRATEGY AND ANNUAL 73 – 107 INVESTMENT STRATEGY Submit report by the Chief Officer – Resources seeking approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy, and the indicators contained within. 10 GENERAL SERVICES REVENUE BUDGETARY 109 – 138 CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) Submit report by the Chief Officer – Resources advising of the 2025/26 Revenue Budget position at 31 January 2026 and the forecast position of the General Fund Reserve as at 31 March 2026. 11 GENERAL SERVICES CAPITAL BUDGETARY CONTROL 139 – 153 REPORT 2025/26 TO 31 JANUARY 2026 (PERIOD 10) Submit report by the Chief Officer – Resources providing an update on the General Services capital financial performance to 31 January 2026. 12 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 155 – 164 REPORT TO 31 JANUARY 2026 (PERIOD 10) Submit report by the Chief Officer – Resources advising of the 2025/2026 Housing Revenue Account (HRA) revenue budget position on 31 January 2026 and the forecast position of the HRA reserves as at 31 March 2026. 13 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY 165 – 175 CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 January 2026. Page 4
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14 CRESCENT COURT LIFT – INFORMATION AND TIMELINE 177 – 188 Submit report by the Chief Officer – Housing providing information on the events, timeline, challenges and learning in relation to the breakdown of the Crescent Court lift. 15 COUNCIL RESPONSE TO THE FUTURE OF COUNCIL TAX IN 189 – 195 SCOTLAND CONSULTATION Submit report by the Chief Officer – Resources providing the Council’s response to the Scottish Government’s consultation on the Future of Council Tax in Scotland. 16 NOTICE OF MOTIONS (a) Motion by Councillor Jim Bollan – Health & Social Care Partnership Service Redesign In view of 96% of GMB carers recently balloted on the so-called “redesign” of their service agreeing to take action, including strike action, to defend the quality of services for their service users and to ensure those in detriment are dealt with as a priority, Council requests in the strongest possible terms that the H&SCP immediately suspend the implementation of the redesign and engage urgently with the Unions to try and avoid a damaging strike in this vital care sector. (b) Motion by Councillor Martin Rooney – West Dunbartonshire Council Welcomes the UK Government Announcement of an Additional £921m of Funding to the Scottish Government This Council welcomes the Spring Statement, delivered by the Chancellors on 3rd March, which announced an additional £921m of Barnet Consequentials for the Scottish Government. The consequential include Transport, Business Rate Relief, and Special Educational Needs and Disability. The additional funding is split as follows: £900m resource and £21m capital The funding will be phased over the three years 2026/27, 2027/28 and 2028/29. Page 5
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Transport: The Transport element comprises £21m is capital funding linked to the rail fares freeze in London. This provides £7m a year for the three-year period. Business Rates: The additional business rate relief element is for pubs and comprises of £40.4m of resource funding as follows: 2026/27 £8.8m 2027/28 £13.3m 2027/28 £18.3m Special Educational Needs and Disability Provision: The additional funding provides £533m of resource for special educational needs spending in 2026/27. In addition, the Scottish Government will receive a further £326.5m of revenue in 2028/29, which is expected to be recurring for Special Educational Needs and Disability. Council recognises that there is risk that Scottish Government is unlikely to pass the funding to local government to support education and additional support needs. Council notes that if the £533m of special educational needs spending was allocated across all 32 Scottish councils based on the normal distribution WDC would get 1.8% which would be £9.59m. West Dunbartonshire Council calls on the next Scottish Government to prioritise the £553m of funding for local government in Scotland, to support local services such as education and special educational needs. The Council also calls on the next Scottish Government to prioritise the additional £326.5m of revenue that becomes available in 2028/29 should also be prioritised for local government in Scotland to help councils to support local services. Based on a share of 1.8% this would mean an uplift of £5.877m of recurring revenue for local services. Council requests that the Chief Executive writes to the Scottish Government and to the other 31 councils in Scotland, requesting that they consider supporting a similar motion at their next council meeting. 17 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, 29 April 2026 at 4.00 p.m. Page 6
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WEST DUNBARTONSHIRE COUNCIL At a Special Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 17 December 2025 at 3.04 p.m. Present: Provost Karen Murray Conaghan, and Councillors Jim Bollan, Ian Dickson, Diane Docherty, Fiona Hennebry, Gurpreet Singh Johal, David McBride, Michelle McGinty*, John Millar*, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell and Sophie Traynor. *Arrived later in the meeting. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources, and Section 95 Officer; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); George Hawthorn, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Kevin Crawford, Jonathan McColl and Clare Steel. Provost Karen Murray Conaghan in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in the item of business on the agenda. 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. Note: Councillors Millar and McGinty entered the meeting during consideration of this item. REVIEW OF THE SCHME FOR THE ESTABLISHMENT OF COMMUNITY COUNCILS A report was submitted by the Chief Officer – Regulatory and Regeneration seeking agreement to proceed with the Review of Scheme for the Establishment of ITEM 6 (a) Page 7
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Community Councils based on the proposed timetable set out in Appendix 1 to the report. After discussion and having heard the Chief Officer – Regulatory and Regeneration in further explanation and in answer to Members’ questions, the Committee agreed to approve the review to proceed in accordance with the timetable contained in Appendix 1 to the report. The meeting closed at 3.17 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, 17 December 2025 at 4.00 p.m. Present: Provost Karen Murray Conaghan, and Councillors Jim Bollan, Ian Dickson, Diane Docherty, Fiona Hennebry, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, Michelle McGinty, June McKay, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel* and Sophie Traynor. *Arrived later in the meeting. 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; Michael Mulgrew, Planning, Building Standards and Environmental Health Manager; Carol Alderson, Finance Manager; George Hawthorn, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Also Attending: Tom Reid, External Auditor, Forvis Mazars. Apology: An apology for absence was intimated on behalf of Councillor Kevin Crawford. 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 (b) 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. 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 29 October 2025 were submitted and approved as a correct record. Note: Councillor Steel entered the meeting during consideration of this item. MINUTES OF MEETING OF AUDIT COMMITTEE The Minutes of Meeting of the Audit Committee held on 24 September 2025 were submitted and all decisions contained therein were approved. CHIEF SOCIAL WORK OFFICER ANNUAL REPORT A report was submitted 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 to the report) which detailed the statutory work undertaken on the Council’s behalf, including a summary of governance arrangements, service delivery, resources and workforce. After discussion and having heard the Head of Children’s Health, Care and Justice Services in further explanation and in answer to Members’ questions, the Council agreed to approve the contents of the report (contained at Appendix 1 to the report) and its submission to the Office of the Chief Social Work Advisor to the Scottish Government Page 10
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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 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. FINANCIAL UPDATE A report was submitted 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 saving options for Members’ consideration to help the Council deliver a balanced 2026/27 budget. It was noted that a revised version of the report had been issued to Members in advance of the meeting. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, Councillor Dickson moved:- That Council notes:- The Financial Update report presented under Item 10, which outlines the Council's estimated revenue budget gaps for 2026/27 to 2030/31, with a focus on the mid-range scenario showing a 2026/27 gap of £9.243m, rising cumulatively to £54.738m by 2030/31. The ongoing financial challenges facing the Council, including cost pressures from Extended Producer Responsibility (EPR) implementation, commercial rental income reductions, unfunded pension costs, adjustments to Strathclyde Pension Fund contributions, and other emerging pressures under £0.100m. The recommendation to invest £0.168m per annum in enhanced cyber security measures to protect critical services, data, and residents from growing threats, as a prudent spend-to-save initiative that will safeguard the Council's operations and deliver long-term value. The first tranche of saving options developed by officers, comprising £0.199m (rising to £0.322m by 2027/28) in political saving options requiring member approval, and £1.371m in management adjustments that can be implemented without frontline service impacts. Council recognises the work done by officers to make services run more efficiently by bringing forward spend-to-save options. Council believes that Page 11
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strategic investments, such as those in cyber-security and service efficiencies, are essential to protect public services, reduce long-term costs, and ensure sustainable delivery for residents. However, Council has concerns that the cessation of rotation of temporary accommodation will cause undue strain for some of our tenants and residents. On the management adjustments, Council recognises that officers should look to work efficiently to protect the public purse and further understands that the single job saving is a vacant position that employees have worked around for several months. Council therefore agrees:- 1. to approve the investment of £0.168m per annum to enhance the Council's cyber security protection, as set out in paragraph 4.10 of the report, recognising this as a critical spend-to-save measure to mitigate risks and ensure continuity of essential services; 2. to note the updated estimated 2026/27 revenue budget gap of £9.243m, and the need for ongoing measures to address future projected gaps; 3. to approve the political saving options totalling £0.189m in 2026/27 (rising to £0.312m by 2027/28), excluding the £0.010m saving option from the cessation of rotation of temporary accommodation, which will not be taken at this time, subject to the option being revisited at the 2026/27 budget setting meeting; 4. to note the £1.371m of management adjustments, which will contribute to balancing the 2026/27 budget and future gaps, with no impact on frontline services and staff reductions limited to existing vacancies; and 5. to note that officers will continue developing a second tranche of saving options for consideration at the March 2026 budget-setting meeting, prioritising approaches that protect essential services and resident wellbeing. As an amendment, Councillor Bollan moved:- The Council agrees to set a needs-based budget and calls on officers to prepare a report for the budget-setting meeting in March 2026 that reflects the needs and inflation-proofed financial costs of delivering, in total, all our current services for 2026/2027. Councillor Martin Rooney then seconded Councillor Dickson’s motion, and Councillor Lennie seconded Councillor Bollan’s amendment. Page 12
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On a roll call vote being taken between the amendment (Councillor Bollan) and the motion (Councillor Dickson), 3 Members voted for the amendment, namely Councillors Bollan, Lennie and McKay and 18 Members voted for the motion, namley Provost Murray Conaghan, and Councillors Dickson, Docherty, Hennebry, Singh Johal, McBride, McColl, McGinty, Millar, O’Neill, Oxley, Pollock, Martin Rooney, William Rooney, Scanlan, Sorrell, Steel and Traynor. The motion was accordingly declared carried. OPEN SPACE GRASS CUTTING A report was submitted 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 had appropriate asset management records to identify ownership of all material assets. Following discussion, and having heard the Chief Officer – Roads and Neighbourhood and the Chief Executive in explanation of the report and in answer to Members’ questions, the Council agreed:- (1) that the funding for the additional grass cutting undertaken in 2026/27 will be £150k allocated to General Services and continue the Housing Revenue Account pending rent consultation and views of the WTRO; and (2) that the costs incurred in 2025/26 to undertake works through overtime and retention of seasonal operatives should be charged to the Housing Revenue Account for work undertaken on Housing land and charged to General Services for work undertaken on general services land. Councillor Bollan, having failed to find a seconder for a proposed amendment, asked for his dissent to be recorded in respect of this item. The motion was accordingly declared carried. 2024/25 AUDITED FINANCIAL STATEMENTS AND 2024/25 ANNUAL AUDIT REPORT A report was submitted 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. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- Page 13
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(1) to approve the information provided within the Audited Annual Accounts 2024/2025 – Appendix 1 to the report; and (2) to note the Annual Audit Report (Appendix 2 to the report). ERECTION OF 118 FLATS AND 16 HOUSES (SUBSTITUTION OF HOUSE TYPES AND AMENDMENTS TO LAYOUT) AT FORMER THOMPSONS YARD, LEVEN STREET, DUMBARTON BY TURNBERRY HOMES LTD A report was submitted 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 was therefore required to be determined by Full Council. After discussion and having heard the Planning, Building Standards and Environmental Health Manager in further explanation and in answer to Members’ questions, the Council agreed:- (1) to approve the application subject to the conditions set out in Section 9 of the report at Appendix 1 to the report. (2) to 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. GRUGGIES BURN FLOOD ALLEVIATION SCHEME A report was submitted 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. It was noted that a revised version of the report had been issued to Members in advance of the meeting. After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note that, following development of the detailed design, the costs of the Gruggies Burn Scheme had significantly increased since scheme conception in 2016; (2) to approve Option 1 is the full delivery of the scheme which will ensure the anticipated overall benefits for local residents are achieved, this would require a total capital investment of £8.94m from the Council, paid over a 40 year period at the cost of £0.419 per annum. Page 14
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(3) to note the funding milestone of 31 March 2026 for construction tender award; (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude negotiations in relation to the finalisation and signing of the construction contract; and (5) to 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. GENERAL SERVICES REVENUE BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted 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. The Council agreed:- (1) to 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; (2) to 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; and (3) to 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. GENERAL SERVICES CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing an update on the General Services capital financial performance to 31 October 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 2 projects detailed in Appendix 2 to the report, and paragraph 4.4 of the report; (3) to note the reprofiling of 6 projects in Appendix 3 to the report of (£3.074m) over the project life; Page 15
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(4) to approve £0.170m of additional capital budget for HSCP aids and adaptations (as detailed in paragraph 4.9 of the report); and (5) to approve £0.500m of additional capital budget for Roads and Neighbourhood for Food Waste Vehicles (as detailed in paragraph 4.10 of the report). HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted 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. After discussion and having heard the Chief Officer – Housing in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the HRA was forecasting a 2025/26 surplus of £1.087m, a projected favourable variance (underspend) of £1.052m; and (2) to note the forecast 31 March 2026 HRA reserve position of £1.698m which was £0.538m above the HRA prudential target of £1.160m. After further discussion, the Council additionally agreed:- to request that officers supply all Councillors with each and every transaction it had with Kone, including responses, in relation to the repair to the even lift at Crescent Court, Dalmuir; and to further request that officers bring a full report to the first full Council meeting after the budget meeting in relation to the following questions: 1. What went wrong 2. Why did this go so badly 3. What steps have been undertaken to ensure such issues do not arise in the future. The Legal Officer advised that it may not be possible for commercially- sensitive or personal information to be released. This was noted by the Council. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing an update on the HRA capital programme to 31 October 2025. The Council agreed:- Page 16
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(1) to note the position of the 2025/26 HRA capital budget and the HRA capital plan as 31 October 2025; (2) to 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; (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 £7.999m 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 there was an anticipated underspend of £9.475m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.782m. TREASURY MANAGEMENT MID-YEAR REPORT 2025/2026 A report was submitted by the Chief Officer – Resources providing an update on treasury management to 30 September 2025. The Council agreed:- (1) to note the treasury management stewardship information within the appended report; (2) to approve the 2025/26 revised estimates of treasury and prudential indicators as advised within the appended report (Tables A, B, D, E, F, H, L and N); and (3) to remit the 2025/26 Treasury Management Mid-Year Report to full Council for approval. REVIEW OF WEST DUNBARTONSHIRE COUNCIL’S CAPITAL PROGRAMME A report was submitted 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. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 5.50 p.m. with all those listed in the sederunt present. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Council agreed:- Page 17
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(1) to approve the removal of the 7 projects listed in Exhibit 4a with the exception of RES7 of the report from the Council’s capital plan; (2) to approve reduced budget allocations to the 6 projects listed in Exhibit 5a of the report; (3) to approve reduced budget allocations to the 4 recurring budget lines listed in Exhibit 6a of the report; (4) to note these amendments would 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; and (5) to note these amendments would 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. URGENT ITEM OF BUSINESS EMERGENCY MOTION BY COUNCILLOR CHRIS POLLOCK – PALESTINE ACTION The Provost advised that she had accepted a request from Councillor Pollock for the Council to consider an urgent item of business on Palestine Action. Councillor Pollock moved:- West Dunbartonshire Council expresses its extreme concern that eight prisoners associated with Palestine Action have felt that they had no other recourse to protest against their imprisonment but to launch a hunger strike. Council calls upon the Secretary of State for Justice, David Lammy MP, to intervene urgently to ensure their treatment is humane, their human rights are upheld, and that their concerns are listened to. Furthermore, Council reaffirms its commitment to the principles of justice, fairness, and the protection of fundamental rights for all individuals, regardless of their political affiliations or circumstances. Council believes that the use of hunger strikes as a means of protest reflects a deep sense of desperation, and it is imperative that the Government acts swiftly to address the underlying issues that have given rise to this situation. In doing so, Council urges the Secretary of State to ensure that constructive dialogue takes place, with the aim of resolving grievances in a manner that upholds both the dignity of the prisoners and the integrity of the justice system. Council asks the Chief Executive to write to David Lammy highlighting the concerns that are held by constituents in this local authority area. The Council agreed the motion. Page 18
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NOTICE OF MOTIONS (a) Motion by Councillor David McBride – Firework Misuse and National Fireworks Licensing Scheme Councillor McBride moved:- 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. 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. As an amendment, Councillor Traynor moved:- Page 19
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Council notes with deep concern the escalation of dangerous antisocial and criminal behaviour linked to the misuse of fireworks across West Dunbartonshire in recent weeks. Council further notes reports from residents of prolonged disturbance, distress to animals, and the 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 there are reports of the deliberate targeting of individuals who raise concerns. Council acknowledges the significant steps taken by the Scottish Government, within the powers available to the Scottish Parliament, to strengthen the law around access to and use of fireworks. The overarching objective of this legislation is to protect public and community safety by ensuring that fireworks and pyrotechnic articles do not cause harm, distress, or serious injury to people, animals, and communities. In particular, Council notes the following legislative action: The Fireworks (Scotland) Miscellaneous Amendments Regulations 2021, which restricts: • The hours during which fireworks may be sold to the public; • The quantity of fireworks that can be purchased in a single transaction; and • The periods of the year during which fireworks may be sold, including Bonfire Night, New Year, Chinese New Year and Diwali. And the Fireworks and Pyrotechnic Articles (Scotland) Act 2022, which introduced a suite of measures to encourage the safe, lawful and appropriate use of fireworks and pyrotechnics, including: • A prohibition on providing or making available fireworks or pyrotechnic articles to children, including a proxy purchase offence; • A statutory aggravation enabling courts to impose more severe penalties where fireworks or pyrotechnic articles are used to threaten or attack emergency workers; • Discretionary powers for local authorities to designate Firework Control Zones, restricting public use except as part of authorised public displays; • New offences relating to the possession of pyrotechnic articles in public places and at designated sporting, music or cultural venues and events. Council recognises that, taken together, these measures represent a significant strengthening of the legal framework governing fireworks in Scotland, going further than any other part of the UK. Scotland is currently the only nation in the UK with a dedicated legislative framework specifically designed to regulate fireworks and pyrotechnic articles, with a clear focus on public safety, animal welfare, community wellbeing, and the protection of emergency workers. Page 20
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Council notes that the Scottish Government has taken the decision not to proceed at this time with the implementation of the national fireworks licensing scheme, and recognises that this decision was taken in the context of significant financial pressures on public services. Council further notes that while the Scottish Government has legislated extensively within devolved competence, the power to introduce a complete ban on the sale of fireworks is reserved to the UK Parliament, and therefore sits with the UK Government, not the Scottish Government or local authorities. Council therefore agrees to: 1. Write to the Scottish Government requesting that the decision not to proceed with the fireworks licensing scheme be reconsidered, and seeking clarity on what further support or resources can be provided to communities in West Dunbartonshire; 2. Continue working in partnership with Police Scotland, the Scottish Fire and Rescue Service, Trading Standards, and other relevant agencies to minimise risk, prevent disorder, and protect public safety; 3. Engage through COSLA to share concerns, best practice, and support coordinated cross-authority approaches to tackling the misuse of fireworks; 4. Request a report from officers setting out the statutory process for the designation of Firework Control Zones, including the legal requirements, consultation processes, enforcement considerations and resource implications, and outlining the options and next steps available to Council should it wish to explore the introduction of Firework Control Zones in areas of West Dunbartonshire. On a roll call vote being taken, 9 Members voted for the amendment, namely Provost Murray Conaghan, and Councillors Bollan, Dickson, Docherty, Lennie, Oxley, Pollock, Scanlan and Traynor and 12 Members voted for the motion, namely Councillors Hennebry, Singh Johal, Lennie, McBride, McGinty, McKay, Millar, O’Neill, Martin Rooney, William Rooney, Sorrell and Steel . The motion was accordingly declared carried. (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; Page 21
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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. The Council agreed the motion. (c) Motion by Councillor Lawrence O’Neill – Our Freedom: Then & Now 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. 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. The Council agreed the motion. (d) Motion by Councillor Gordon Scanlan – Commemorating All Lives Tragically Lost in the Ibrox Stadium Disaster This motion commemorates the 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. Page 22
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Council further asks that a wreath be laid at the Ibrox disaster memorial in Faifley to commemorate the occasion of its 55th anniversary. The Council agreed motion. VALEDICTORY GEORGE HAWTHORN, MANAGER OF DEMOCRATIC AND REGISTRATION SERVICES Provost Murray Conaghan informed the Council that this would be the last meeting of West Dunbartonshire Council that George Hawthorn, Manager of Democratic and Registration Services, would attend as he would soon be retiring from Council service. The Chief Executive passed on his best wishes and thanked Mr Hawthorn for his dedication and lasting impact on democratic services and wished him the very best. COMPLIMENTS OF THE SEASON Before closing the meeting, Provost Murray Conaghan wished everyone a very Merry Christmas and a Happy New Year. DATE OF NEXT MEETING Members noted that the next ordinary meeting of West Dunbartonshire Council was scheduled to be held on Wednesday, 4 March 2026 at 4.00 p.m. The meeting closed at 7.50 p.m. Page 23
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WEST DUNBARTONSHIRE COUNCIL At a Requisitioned Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 11 February 2026 at 4.03 p.m. Present: Provost Karen Murray Conaghan, and Councillors Jim Bollan, Kevin Crawford, Ian Dickson, Diane Docherty, Fiona Hennebry, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, Michelle McGinty, June McKay, 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); Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Victoria Rogers, Chief Officer – People and Technology; Beth Culshaw, Chief Officer – West Dunbartonshire Health and Social Care Partnership; Julie Slavin, Chief Financial Officer; Lesley James, Head of Children's Health, Care and Criminal Justice, and Chief Social Work Officer; Fiona Taylor, Head of Health and Community Care; and Carol-Ann Burns, Senior Democratic Services Officer. 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. DECLARATIONS OF INTEREST Councillor Lennie made a transparency statement, being employed as a career in Glasgow. Councillors Martin Rooney and McColl made transparency statements, each having a relative employed by Care at Home. ‘CARE AT HOME’ REDESIGN It was noted that, in terms of Standing Order No.3(b), Provost Karen Murray Conaghan and Councillors Jim Bollan, Kevin Crawford, Ian Dickson, Lauren Oxley, Chris Pollock, Gordon Scanlan and Sophie Traynor had submitted the following:- ITEM 6 (c) Page 25
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Please find attached a request signed by six [sic] members, asking you to call a special meeting of WDC under Standing Order 3b. The item for discussion is as noted below. “Given the concerns of Homecare Staff, Clients who are our Constituents, Council agrees to immediately pause the implementation of the current ‘redesign’ programme taking place to allow meaningful engagement with our staff via their Trade Unions to come up with a model which both parties can sign off on. Any agreement reached should ensure no detriment for Homecare Staff.” In this respect there was submitted a report by the Chief Officer – Health and Social Care Partnership providing an update on the redesign process, including consultation, implementation and governance. Following discussion and having heard the Chief Officer – Health and Social Care Partnership in explanation of the report and in answer to Members’ questions, Councillor Bollan moved:- Given the concerns of Homecare staff and Clients of the service, Council agrees to immediately pause the implementation of the current ‘redesign’ programme taking place to allow meaningful engagement with our staff via their Unions to attempt to get a compromise model suitable for both parties. Homecare staff currently facing detriment need to be the priority in any agreement reached. Having heard the Legal Officer, the Council noted his advice that the motion, as currently stated, was not competent because the Council was obliged by legislation to implement the decisions taken by the HSCP to allow the delivery of its services. Councillor McColl asked Councillor Bollan if he would accept the following addendum to his motion:- Add after ‘both parties’, ‘that allows the HSCP to meet the ever-changing needs of service users.’ Councillor Bollan confirmed his acceptance of the addendum. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 5.09 p.m. with all those listed in the sederunt present. Councillor Bollan then informed the Council that he would revise his motion in the following terms:- Page 26
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Given the concerns of the Home Care staff and clients of the service, Council urges the HSCP to immediately pause the implementation of the current redesign programme taking place to allow meaningful engagement with our staff via their unions in an attempt to get a compromised model suitable for both parties that allows the HSCP to meet the ever-changing needs of the client. Home Care staff currently facing detriment need to be the priority in any agreement reached. The Legal Officer then confirmed that, in its revised form, the motion was competent and confirmed its wording with Councillor Bollan. As an amendment, Councillor Martin Rooney moved:- That the Council agrees to note the progress made to date and the actions taken to agree variations to meet service demand. The Legal Officer was then heard in answer to Members’ questions. Councillor Traynor then seconded the motion and Councillor McBride seconded the amendment. On a roll call vote being taken, 10 Members voted for the amendment, namely Councillors Hennebry, Singh Johal, McBride, McGinty, Millar, O’Neill, Martin Rooney, William Rooney, Sorrell and Steel, and 12 Members voted for the motion, namely Provost Murray Conaghan and Councillors Bollan, Crawford, Dickson, Docherty, Lennie, McColl, McKay, Oxley, Pollock, Scanlan and Traynor. The motion was accordingly declared carried. The meeting closed at 5.36 p.m. Page 27
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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, 4 March 2026 at 4.02 p.m. Present: Provost Karen Murray Conaghan, and Councillors Jim Bollan, Kevin Crawford, Ian Dickson, Diane Docherty, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, Michelle McGinty, June McKay, John Millar, Lawrence O’Neill, Lauren Oxley, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell 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); Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Victoria Rogers, Chief Officer – People and Technology; Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Peter Barry, Chief Officer – Housing Services; Gillian Hamilton, Chief Officer – Education; Beth Culshaw, Chief Officer – West Dunbartonshire Health and Social Care Partnership (HSCP); Julie Slavin, Chief Financial Officer, HSCP; Michelle Lynn, Asset Manager; Graeme Forrester, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Also Attending: Tom Reid, Audit Director; Caleb Oguche, Audit Senior Manager; and Mark Ramsay, Audit Assistant Manager (all Forvis Mazars). Apologies: Apologies for absence were intimated on behalf of Councillors Fiona Hennebry, Chris Pollock and Clare Steel. 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 (d) Page 29
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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. 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. OPEN FORUM The Provost advised that the undernoted question had been received from Dr John Mooney and invited him to put his question to Council. Question from Dr John Mooney What is West Dunbartonshire Council doing to reduce racism and sectarianism in our communities? Councillor Martin Rooney provided the following response:- Thank you, Dr Mooney, for your question. The Council has an integrated, whole-council approach to reducing racism and sectarianism. This is embedded throughout all our services and activities including education, housing, employability and partnership initiatives. This includes:- • our Educational services prioritising safety, wellbeing, and inclusion of all children, actively challenging bullying and discrimination based on race, ethnicity, or religion, guided by the UN Convention on the Rights of the Child. • Activities throughout Anti-Bullying Week: The 2025 campaign focused on hate crime and racist bullying awareness, involving initiatives like Show Racism the Red Card, Respect Me materials, and inclusive events such as Odd Socks Day and Wear Red Day. • Training opportunities for Education staff include Education Scotland’s webinars on racist incidents and racial literacy, anti-racism assemblies, and sessions to support English as an Additional Language learners. • Throughout our schools, we use inclusive practices based around the Child Inclusion Research into Curriculum Learning and Development Framework which fosters inclusive environments emphasising pupil voice, while English as an Additional Language guidance supports multilingual learners with resources and staff training to promote cultural sensitivity. Page 30
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• The Council also does a lot to enhance community integration and support through English for Speakers of Other Languages classes, wellbeing groups, and Conversation Cafés to aid New Scots’ integration, alongside partnerships with West College Scotland for further education and employability support. • In addition, the Council’s Housing Anti-Social Behaviour Team liaise with Police Scotland to investigate and address hate crimes and sectarian activities, using legislative tools and joint task groups. • Unauthorised flags are programmed for removal as resources permit and the Council prioritises removing offensive graffiti within 48 hours via a dedicated team responding to reports. • Working4U aligns with national efforts to reduce barriers for minority ethnic individuals in apprenticeships by promoting inclusive recruitment, mentoring, and employer practices to ensure equitable access and progression. As you can see from these examples, the Council does a great deal to reduce racism and sectarianism. This information alongside some further details will be shared with you in written form following the meeting. Dr Mooney asked the following supplementary question:- To focus in on a particular legal and practical point, if I were to say today, on 4 March, that illegal flags and apparently threatening flags would have been removed by the end of this this month, would that be a reasonable expectation? Councillor Martin Rooney advised Dr Mooney that he would ask for an appropriate officer to provide a response in writing. DEPUTATION Having heard Provost Murray Conaghan, the Council agreed to a request from Mick Dolan, Convener, EIS to address the Council in relation to the item ‘General Services Budget Setting 2026/27 and 2027/28 to 2030/31 Budget Estimates’. Mr Dolan was heard in relation to his concerns regarding potential cuts to services in Education. The Provost thanked Mr Dolan for his contribution. GENERAL SERVICES BUDGET SETTING 2026/27, AND 2027/28 TO 2030/31 BUDGET ESTIMATES A report was submitted by the Chief Officer – Resources:- Page 31
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(a) summarising the key issues relating to the revenue budget estimates and setting of Council Tax for 2026/27 and the Council’s capital plan, and providing budget estimates for 2027/28 to 2030/31; and (b) seeking approval of the General Services revenue and capital budgets for 2026/27 through approval of options to close the 2026/27 revenue budget gap. After discussion and having heard the Chief Executive, Chief Officers and the Asset Manager in further explanation and in answer to Members’ questions, Councillor Martin Rooney moved:- That the Council agrees:- (1) to approve the savings options below (shown as Appendices 1 and 2 to these Minutes) to set the General Services revenue budget for 2026/27 and assist with future projected budget gaps; (2) to note the management adjustments set out in Appendix 3 to the report to be used to set the General Services revenue budget for 2026/27 and assist with future projected budget gaps; (3) the 2026/27 Health and Social Care Partnership Requisition of £97.736m which includes:- 2025/26 HSCP Pay Award Share of £475,000 2026/27 HSCP Pay Award Share of £238,000 2026/27 HSCP Share of Uncommitted Funding of £291,000 a further award of £136,000; (4) the 2026/27 West Dunbartonshire Leisure Trust management fee including consideration of the Leisure Trust’s share of the 2026/27 Pay Award of £233,934; (5) the 2026/27 Council Tax increase of 7.8%; (6) to note the planned use of earmarked reserves of £1.648m in 2026/27; (7) to approve the proposed 2026/27 capital plan set out in Appendix 4 to the report; (8) an amendment to the Council policy to reduce the Prudential Reserve target to 2.5%; (9) to note the use of £911,000 of additional reserves to balance the 2026/27 budget as follows:- Prudential Reserve £716,000 Cost of Living Fund £179,000 Smoothing Fund £16,000 Page 32
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(10) to note that the 5% increase to sales, fees and charges for 2026/27 will not apply to garden waste permits with the reduction in income covered from existing reserves in 2026/27; and (11) to note the positive impact of the Labour budget on the 2027/28 budget gap. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 5.35 p.m. with all those Members and officers listed in the sederunt present, with the exception of Messrs Reid and Ramsay who left the meeting during the adjournment. After discussion, Councillor Dickson moved, as an amendment, the budget proposal shown in Appendix 3 to these Minutes. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 6.12 p.m. with all those Members and officers listed in the sederunt present, with the exception of Mr Oguche. Following discussion, Councillor Bollan moved, as a second amendment:- Council agrees the time has come to resist the cuts to services and jobs being forced on WDC from Westminster. Council therefore refuses to implement the barbaric cuts contained in the report at item 6 on the agenda. These continuing cuts are decimating our public services and jobs. Many of our key services are haemorrhaging, and many of our staff are burnt out and ill with work-related illnesses. Council further agrees to call on officers to produce a report setting a needs- based budget based on full inflation-proofed costs of providing all our current services for 2026/2027, to be reported to an emergency meeting of the Council Following further discussion and having heard the Legal Officer, the Section 95 Officer, and the Chief Executive in clarification of certain matters, Councillor Lennie seconded Councillor Bollan’s second amendment, Councillor Scanlan seconded Councillor Dickson’s first amendment, and Councillor McBride seconded Councillor Martin Rooney’s motion. Page 33
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On a roll call vote being taken between the first amendment (Councillor Dickson) and the second amendment (Councillor Bollan), 4 Members voted for the second amendment, namely Councillors Bollan, Docherty, Lennie and McKay, and 6 Members voted for the first amendment, namely Provost Murray Conaghan and Councillors Crawford, Dickson, Oxley, Scanlan and Traynor. Nine Members abstained from voting, namely Councillors Singh Johal, McBride, McColl, McGinty, Millar, O’Neill, Martin Rooney, William Rooney and Sorrell. The first amendment from Councillor Dickson was accordingly declared carried and became the amendment. On a further roll call vote being taken between the amendment (Councillor Dickson) and the motion (Councillor Rooney), 7 Members voted for the amendment, namely Provost Murray Conaghan and Councillors Bollan, Crawford, Dickson, Oxley, Scanlan and Traynor, and 9 Members voted for the motion, namely Councillors Singh Johal, McBride, McColl, McGinty, Millar, O’Neill, Martin Rooney, William Rooney and Sorrell. Three Members abstained from voting, namely Councillors Docherty, Lennie and McKay. The motion was accordingly declared carried. CAPITAL STRATEGY 2026/27 TO 2035/36 A report was submitted by the Chief Officer – Resources providing the updated capital strategy for the period 2026/27 to 2035/36. The Council agreed to approve the updated capital strategy for the period 2026/27 to 2035/36. CHARGING POLICY FOR NON-RESIDENTIAL CARE SERVICES 2026/2027 A report was submitted by the Chief Officer – Health & Social Care Partnership presenting the proposed changes to West Dunbartonshire Council’s Charging Policy for Non-Residential Care Services 2026/2027 for consideration and approval. After discussion and having heard the Chief Financial Officer, HSCP, in further explanation of the report, the Council agreed not to approve the recommendations in the report and that there should be no increase to the current rates for Non- Residential Care Services. HOUSING REVENUE ACCOUNT (HRA), HOUSING CAPITAL INVESTMENT PROGRAMME, REVENUE BUDGET, AND RENT LEVELS FOR 2026/27 A report was submitted by the Chief Officer – Housing Services seeking approval of the proposed HRA capital investment programme 2026 to 2031 and the HRA revenue budget for 2026/27, and agreement of the level of weekly rent increase for 2026/27. The Council agreed:- Page 34
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(1) to note the progress made in delivering the HRA Capital Investment Programme for 2025/26 as detailed in Appendix 1 to the report; (2) to approve the HRA Capital Investment Plan 2026/27 to 2030/31 as detailed in Appendix 2 to the report; (3) to approve the HRA revenue budget for 2026/27 as detailed in Appendices 3 and 4 to the report; (4) to approve a 6.7% weekly house rent increase for 2026/27, it being noted that this represented an average increase of £6.88 per week on a 52-week basis, inclusive of the Gypsy Traveller site at Dennystoun Forge; (5) to approve an initial 6.7% lock-up and garage site rent increase for 2026/27, it being noted that this represented an increase to lock-up rents of £0.44 per week to £6.96 per week on a 52-week basis; (6) to approve a 6.7% rent increase for properties that the HRA rents for homeless temporary accommodation which would be reflected in temporary accommodation charges from 1 April 2026; (7) to note the outcome of the tenant consultation process as detailed in Appendix 5 to the report; and (8) to note that the HRA prudential reserve target for 2026/27 is £1.222m (2% of gross expenditure). DATE OF NEXT MEETING Members noted that the next ordinary meeting of West Dunbartonshire Council was scheduled to be held on Wednesday, 25 March 2026 at 4.00 p.m. The meeting closed at 7.52 p.m. Page 35
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West Dunbartonshire Council agrees the following: To approve the savings options below to set the General Services revenue budget for 2026/27 and assist with future projected budget gaps. To note the management adjustments set out in Appendix 3 to be used to set the General Services revenue budget for 2026/27 and assist with future projected budget gaps. To agree the 2026/27 Health and Social Care Partnership Requisition of £97.736m which includes: 2025/26 HSCP Pay Award Share of £475,000 2026/27 HSCP Pay Award Share of £238,000 2026/27 HSCP Share of Uncommitted Funding of £291,000 A further award of £136,000 To agree the 2026/27 West Dunbartonshire Leisure Trust management fee including consideration of the Leisure Trust’s share of the 2026/27 Pay Award of £233,934. Agree the 2026/27 Council Tax increase of 7.8%. Note the planned use of earmarked reserves of £1.648m in 2026/27. Approve the proposed 2026/27 capital plan set out in Appendix 4 of the report. Agree an amendment to the Council policy to reduce the Prudential Reserve target to 2.5%. Note the use of £911,000 of additional reserves to balance the 2026/27 budget as follows: Prudential Reserve £716,000 Cost of Living Fund £179,000 Smoothing Fund £16,000 Note that the 5% increase to sales, fees and charges for 2026/27 will not apply to garden waste permits with the reduction in income covered from existing reserves in 2026/27. Note the positive impact of the Labour budget on the 2027/28 budget gap. Appendix 1 ITEM 6 GENERAL SERVICES BUDGET SETTING, 2026/27, and 2027/28 - 2030/31 BUDGET ESTIMATES Page 37
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IMPACT OF LABOUR GROUP BUDGET DECISIONS ON THE 2027/28 BUDGET GAP Since the report to the December Council, as well as balancing the 2026/27 budget, the Labour budget means the 2027/28 starting gap has reduced from £20.787m to £10.905m. In addition, the employer contribution to the Strathclyde Pension Fund is expected to be 15% for the three-year period from 2027/28 rather than the originally forecast 17.5%. This would reduce the 2027/28 budget gap by a further £2m taking the 2027/28 budget gap down to £8.905m. 2026/27 2027/28 2028/29 2029/30 2030/31 £,000 £,000 £,000 £,000 £,000 Budget Gap in December Report 9,243 20,787 35,224 45,324 54,738 December Decisions -1,560 -1,683 -1,683 -1,683 -1,683 Updated Gap 7,683 19,104 33,541 43,641 53,055 Changes since December -2,473 -2,703 -2,514 -2,744 -3,229 Cumulative Gap Before Pass Through 5,210 16,401 31,027 40,897 49,826 2025/26 HSCP Pay Award Share 475 475 475 475 475 2026/27 HSCP Pay Award Share 238 238 238 238 238 2026/27 HSCP Pass through of uncommitted (28.9%) 291 291 291 291 291 Additional funding for HSCP 136 136 136 136 136 2026/26 WDLT Pay Award Share 234 234 234 234 234 5% fee increase not applied to garden waste 32 32 32 32 32 Updated Gap 6,616 17,807 32,433 42,303 51,232 Saving Options -1,459 -2,586 -2,888 -2888 -2888 Management Adjustments -705 -775 -775 -775 -775 7.8% Council Tax Increase -3,541 -3,541 -3,541 -3,541 -3,541 Use of Reserves -911 0 0 0 0 Remaining Gap 0 10,905 25,229 35,099 44,028 Page 38
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Description of Labour Group Budget Savings 2026/27 Recurring Savings 2027/28 Savings 2028/29 Citizens Culture & Facilities CCF03 Review of Contact Centre (15,000) (15,000) 0 CCF09 Reduction in Performance and Strategy Team (25,000) (35,000) 0 CCF10 Reduction in WDLT Management Fee (253,000) 0 0 Education EDU 09 Out of School Care Option 1 (14,000) 0 0 EDU 12 Instrumental Music Service (IMS): (23,000) 0 0 EDU13 Secondary School Common Senior Phase Timetable 0 (236,000) (118,000) EDU14 Secondary School Staffing 0 (368,000) (184,000) EDU15 Senior Phase Transport Option 1 (44,000) (23,000) 0 EDU19 - Reduction in Management Funding for ELC provision (46,000) (23,000) 0 EDU20 - Reduction in Temporary Teaching Posts (228,000) (117,000) 0 EDU23 Roll related Clerical Hour Allocation (60,000) (30,000) 0 Housing & Employability HE02 Reduce CCTV Team 25% Option 1 (14,000) (13,000) 0 People & Technology PT01 Review leadership support and explore transfer to CAS (49,000) 0 PT11 reduction in Corporate Training Budget (15,000) 0 0 Resources RES04 Review of Office Accommodation (25,000) (25,000) 0 RES18 National Fraud Initiative Single Person Discount Review (16,000) (4,000) 0 RES19 Review Municipal Buildings (16,000) (49,000) 0 RES20 Review use of depot rental charges (75,000) 0 0 RES21 Council Tax on Long Term Empty and Second Homes (225,000) 0 0 Roads & Neighbourhood RN05 Working4U Restructure Option 2: (122,500) (122,500) 0 RN06 Crematorium Weekend Operations (5,000) 0 0 RN09 Reduce number of Apprentices (115,000) 0 0 RN11 Street Sweeping and Litter Collection of Trunk Road (50,000) 0 0 RN14 Purchase of vehicles to replace hire cars (20,000) (17,000) 0 Regulatory & Regeneration 0 RR01 Communities Team (42,000) 0 0 RR08 Assistance to Businesses (10,000) 0 0 (1,458,500) (1,126,500) (302,000) Page 39
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 March 2026 INTRODUCTION West Dunbartonshire Council continues to demonstrate a deep commitment to the people it serves. We have consistently and robustly made the case for fairer funding by highlighting the realities faced by many of our residents, including levels of multiple deprivation, poorer health outcomes such as lower life expectancy and high rates of domestic abuse. These challenges are not abstract statistics—they reflect the lived experience of people who deserve the opportunity to recover, to grow, and to thrive. This budget is therefore shaped not only by financial necessity, but by a commitment to our communities. It seeks to protect essential services wherever possible, invest in what matters most, and support West Dunbartonshire through one of the most challenging periods in recent memory. Unfortunately, our financial challenge continues to be substantial, with the projected combined gap between the funding available to the Council and Health and Social Care Partnership and the cost of maintaining service provision around £14million, with further pressures anticipated in future years. As a local authority, we are legally required to set a balanced budget, so the savings outlined below are shaped by financial necessity. This budget aims to protect essential provision wherever possible, invest in our communities, and sustain West Dunbartonshire through a period of exceptional challenge while also helping to provide a more stable foundation for the years ahead. The decisions taken by the Labour administration this year have undoubtedly been challenging, but they are essential not just to safeguard the long-term sustainability of Council services in 2026/27, but in future years too, helping reduce the anticipated gap for next year by half. The £5million Cost of Living Fund, introduced by the Labour administration in 2022, has successfully supported thousands of our residents. From funding to help food banks continue to operate in the area, to the introduction of free gym and swim sessions for our young people, as well as capital investment for community organisations delivering cost of living initiatives, this fund has ensured our most vulnerable are supported through the cost-of-living crisis. Appendix 2 Page 41
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 The cost-of-living fund has a total of £312,657 comprising £128,599 of uncommitted funding, another £120,000 which can be released from an existing initiative, and a further £64,058 of earmarked funding which is no longer required. The Labour administration provided local foodbanks with a food supplement of £1,000 a month (£52,000 a year). In 2023/4 we committed to increasing the funding to £10,000 a month (£120,000 a year for three years). Other foodbanks had emerged over recent years such as Renton Foodbank and Lomond Food Pantry and their funding was extended to 2027/28. The Labour budget this year is committing a further £120,000 to support five foodbanks again in 2026/27: Community Foodshare Dumbarton; Food for Thought Dumbarton; Faifley Foodshare/Pantry; Old Kilpatrick Food Parcels; and Dalmuir Barclay Food Pantry In addition, the Cost-of-Living Fund will also support a number of community projects as set out below: Flourishing Faifley: £1,550 to cover the running costs of the group’s ceramics club, enabling it to remain low-cost, promote social inclusion, and help alleviate some of the impacts of the cost-of-living crisis. Bankie Talk £2,150: Blind and partially sighted people are disproportionately affected by the cost-of-living crisis. Many rely on state benefits to live independently, and rising prices increase the risk of social isolation and reduces opportunities for participation in community life. Providing revenue funding will ease financial pressures and allow them to focus on future proofing the service. Whitecrook Community Action Group (WCAG) £3,000: To support families who require assistance, we will provide food parcel service Whitecrook Community Action Group with £3000 to support the delivery of 200 family (two adults, two children) food parcels. Glenhead Community Centre, Duntocher £7,000: The centre is being refurbished to create a low-cost soft play facility for families, including a dedicated sensory room. Providing support towards the cost of the works means that the Antonine Trust has sufficient funding available to support the costs of opening. The remaining balance of £178,957 will be added to the council reserves to help balance the 2026/27 budget. £15 PER HOUR CAMPAIGN COSLA has an ongoing commitment to addressing low pay and an aspiration to achieve £15 per hour by 2026, with backstop of 2027. The cost of this is estimated to be up to £1.5 billion but the Scottish Government is not able to Page 42
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 fund this. There is currently no available funding to implement £15 per hour separately to wider pay discussions, and as a result the clear position from COSLA Leaders is that discussions on £15 per hour can continue as part of future pay negotiation rounds. Despite the challenges, West Dunbartonshire has demonstrated significant progress towards achieving £15 per hour for our employees. By April this year we will have reduced the number of employees paid under £15 per hour from 1,425 to 447 and around 36 of these are apprentices. We anticipate this number reduce further in April as the pay award is applied and the Facility Management restructure becomes effective. The review of Care at Home staff included a job evaluation which increased the starting salary for grade 4 to £15.01 per hour with a maximum of £16.14 an hour which was what most staff were assimilated into based on length of service. These rates will increase again to £15.54 to £16.70 respectively from 1st April 2026. Learning Assistants working in early years establishments are now also grade 4 giving them a starting salary of £15.01 per hour. This will rise to £15.54 from 1st April 2026. Learning Assistants in mainstream settings are Grade 3 so many will move to £15 per hour in April 2026 when the agreed pay award is implemented. The Facilities Management Review has not yet been fully implemented but Grade 4 roles within Facilities will have a starting salary of £15.01 per hour rising to £15.54 from 1st April 2026. By the time the two-year pay deal is fully implemented in April, based on current workforce numbers, 942 people who are currently on the mid to top point of a Grade 3 salary will have moved into the £15 per hour bracket. This would leave around 447 under this level, however, this will reduce again as a result of turnover, service changes and promotions. REAL LIVING WAGE The Real Living Wage commitments affecting adult and children’s services provided by external organisations was cut by £19m in the Scottish Government draft budget and the burden for funding this policy was to be passed onto council taxpayers instead. In West Dunbartonshire this would mean an additional cost of £334,000. However, COSLA Leaders raised concern about the impact to funding support across adult social care, children’s social care and ELC commissioned services, and following COSLA representation, the Scottish Government announced on 12th February, there would be an additional £20m for Local Government to reverse the £19m cost pressure they created. As a result, employees in Adult Social Care, children’s social care and early learning and childcare services commissioned services will continue to receive the real living wage which is currently £13.45 an hour. The real living wage is announced in the Autumn and must be applied by the following April. Page 43
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 INVESTING IN WEST DUNBARTONSHIRE The Council continues to invest in public infrastructure including: Strathleven Place Project £1.590m Balloch Castle Upgrade £392,000 Sports Changing Facility Dumbarton West £340,000 Community Sports Success £231,000 Community Success Capital fund £129,000 A range of school upgrades are also planned throughout 2026/27, which will enhance the facilities our children and young people learn. This includes: Christie Park Primary School £315,000 Carleith Primary School £315,000 Our Lady of Lorretto School £315,000 In addition, Pride in Place funding totalling £1.5million will be utilised to make a range of enhancements across West Dunbartonshire, with £600,000 allocated for Community Capital Grants, two destination playparks introduced in Christie Park and Dumbarton Common, as well as improvements at Holm Park and the Western Titans BMX Club track. Playparks throughout the authority will also benefit from upgrades in 2026/27, including: Rosshead £60,000 Kirkoswald Drive £50,000 Whitecrook Park £50,000 Central Alexandria £42,000 Bowling £25,000 Dalmonach £25,000 Tullichewan £20,000 Old Kilpatrick £15,000 Christie Park £10,000 Ladyton £10,000 Dillichip Park £10,000 Dumbarton Common £10,000 Goldenhill Park £10,000 In addition, the Council had committed funding to a number of projects which should be completed during 2026/27: Argyll Park All Weather pitch and Mountblow Playing Field All Weather pitch £1.354m Balloch Park Mountain Bike Track £428,000 The Shared Prosperity Open Spaces fund is providing £396,000 to support two projects in Dumbarton as outlined below: The Dumbarton Common Allotments project which costs £400,000 with a contribution of £300,000 coming from the Shared Prosperity Fund and the other £100,000 from the Councils allotment fund. The Westbridgend Project is a community garden with growing space and a new play area on the site of the demolished community centre. The total cost is £320,000 with £96,000 from the Shared Prosperity Open Spaces fund, £100,000 from Strathleven Regeneration Fund, and £100,000 play development Page 44
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 funding. The remaining £24,000 will be funded from the footpath fund. The council continues to invest in its road network, with a number of road improvement works planned this year including: Glasgow Road/Dock Street Clydebank £420,000 Faifley Road Clydebank £155,000 A82 Great Western Road £150,000 Clyde Street Clydebank £100,000 Tullichewan Road Balloch £90,000 Strathleven Drive Bonhill £80,000 Langlands Terrace Dumbarton £50,000 West Thomson Street Clydebank £40,000 Erskine Ferry Road Old Kilpatrick £30,000 Stark Avenue Clydebank £30,000 Mallard Road, Hardgate £30,000 Inchconnachan Avenue and Boturich Drive Balloch £30,000 John Street Renton £20,000 Talbot Road Balloch £20,000 Sandbank Crescent Alexandria £20,000 Smollett Road Dumbarton £15,000 Douglas Road Dumbarton £10,000 Leven Street Renton £10,000 The Council also has a five-year Footway Improvements Programme of £2.176m with an annual investment of £544,000 each year from 2026/27 to 2029/30. AIDS & ADAPTATIONS The Council capital programme has an unallocated fund of £764,000 earmarked to support aids and adaptations for health and social care clients. This will allow the HSCP to support vulnerable service users through the provision stairlifts, equipment, and other physical disability aids and adaptations. COUNCIL ACHIEVEMENTS Despite the challenging financial situation imposed on the council, the council remains the biggest employer in the local authority area and we continue to deliver a wide range of services to local people. Our employees work really hard to deliver vital public services to local people throughout the year, keeping vulnerable people safe and secure and supporting the wellbeing of local residents through our services. Most of our council achievements go unnoticed by the public. Citizen, Culture & Facilities: Our libraries secured various external funding to deliver a range of additional support in communities including providing digital sessions to local Deaf Community Page 45
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 members, noted as the first of its kind in Scotland. We also launched Clydebank Museum and Heritage Hub recognising the town's proud industrial past and commemorating the bravery of its residents during the Blitz through providing access for the first time to a range of artefacts and archives. We also progressed plans to open the new Glencairn House library and museum in Dumbarton Town Centre in Spring 2026. Educational Services: The Council invested £100,000 again this year along with £19,993 from the Scottish Government to fund a range of school holiday activities. The programme, delivered with support from 22 community partners, provided a range of sessions to families, with targeted support for those who needed it most and places for children with additional support needs. The projects included: West Dunbartonshire Community Foodshare supported 700 children by provided 350 brunch bags consisting of five days’ worth of breakfast, lunches, snacks and packed lunches across every week of the summer break supported by their combined SHINE and Cash for Kids funding. More than 1,500 families attended events at the Golden Friendship Halls and Y-Sort-it supported Young Carers with a range of day trips including a fishing trip and a walk on the West Highland Way. Their programme was designed to support over 2,000 places. Vale of Leven Football Club ran a very popular football camp with 52 children attending their fun training and coaching sessions. Children took part in football drills and games that promoted confidence, skill building and inclusion with the club serving 260 meals as part of the programme. Young people enjoyed the STEM and Virtual Reality activities at Bellsmyre Digital Club with the club providing 192 lunches. Ben View treated children to a range of day trips to the cinema, Flip Out, Heads of Ayr and Blair Drummond Safari Park. Tullochan delivered a four-day activity programme to 79 young people consisting of eight structured sessions. Each day included both indoor and outdoor activities, along with the provision of breakfast and lunch to all. The young people took part in outdoor activities including beach combing sessions with metal detectors in Levengrove Park, creative arts and craft sessions, bushcraft and fire-pit sessions. The indoor activities included team building games, movies and playing board games. Page 46
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Along with local providers, the Council also supported individual families with young people with additional support needs. Fun and engaging activities were offered to 133 children with 383-day sessions provided by specialist settings. This extensive support ensured continuity of care and social opportunities for pupils with complex additional support needs. The ASN SHINE programme made excellent use of the facilities at Kilpatrick School, including the adventure playground, soft play area, and the newly created sensory garden. These sessions provided unique and stimulating environments tailored to the pupils’ needs and provided 189 lunches. Housing & Communities: The Council Housing service continues to deliver on its More Homes Programme which is the council’s new house building programme. In addition, the Housing Service continued its Better Homes Programme of maintenance and improvements for Council housing stock. The five-year capital investment programme will see a total £291m invested in Council housing between 2025 and 2030, with £50m of this coming from the Scottish Government and the other £241m borrowed and funded by tenants through their weekly rents. This breaks down as £175m for investment in Better Homes (73%) and £66m for More Homes programme – new build and buy back. (27%) People & Technology: The service continued improvements and development of all HR and Payroll online forms and automation efficiencies from associated systems, introduced Artificial Intelligence (AI) tools CoPilot and MS Teams Transcription across the Council and implemented a new Cyber Incident and Response System to enhance protection of Council infrastructure. They also supported a range of minor events and major incidents across the local area, working in support of multi-agency partners. Page 47
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Resources: The Resources service has helped rebuild the Council and HRA reserves by identifying an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The total discount for early repayment was £4.3m which was apportioned appropriately between the general fund and HRA. They also implemented a new approach to the Dumbarton Common Good which provides greater transparency over the use of the funds and helps to ensure its financial security in future years. Working with colleagues in Housing the Resources team developed options which allowed the Council to agree a managed exit from the Block Building Insurance Policy thus enabling owners of former council houses purchased under the terms of the Right to Buy legislation to seek their own insurance arrangements from April 2026 onwards. The Asset Management team progressed the delivery of the Glencairn House project which is an ambitious heritage-led regeneration initiative to transform a historically significant building into a vibrant cultural and community hub and delivered the Faifley Campus project which is a £34.5million investment to create a modern, purpose-built campus that brings together education, community, and leisure facilities under one roof and provides state-of-the-art classrooms, flexible learning spaces, and enhanced digital infrastructure to support improved educational outcomes. Roads & Neighbourhoods: The Council has agreed to progress with a major flood alleviation scheme -the Gruggies Burn project - to help protect properties in Dumbarton East. The full scheme will significantly reduce flood risk for around 631 properties and major roads. The Scottish Government will provide £35.76m (80%) of funding for overall costs at the final tender stage. This will cover construction, site investigations, design works, major utility diversions, and ancillary works with the Council providing the other £8.94m (20%) in funding. The Grounds Service has completed Milton – Multi Use Games Area, the Rosshead Play Area, Pappert Play Area, and Dalmuir Park Play Area. They are currently on site for Dumbarton Common Allotments which will be completed in 26/27. Page 48
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Our Fleet service has secured 5 new gritters and 2 hotboxes which are being utilised by the Roads Service to provide operational efficiency and resilience. Our transition to Electric Fleet is underway with the percentage of the fleet being electric now approaching 15%. The Exxon project is progressing well with the construction of the spine road underway and, in December 2025, the western underbridge was installed - a significant milestone for the project. Regulatory and Regeneration: The Council continues to explore the development of the Queens Quay site with the landowner. Part of the site is expected to be sold for housing within this reporting year. The Council hosted a successful Scottish Marine Technology Park workshop with representatives from the Scottish and UK governments, Glasgow City Region, and Scottish Enterprise. The Council also submitted two funding applications for the Regeneration Capital Grant Fund (a Scottish Government fund which supports locally developed regeneration projects) with the Scottish Marine Technology Park progressing to the second stage. The £20m Dumbarton Levelling Up Project which included Station Road, Artizan regeneration, Glencairn House and Children’s Library is progressing and the commencement of the renovation phase of the Levelling Up fund LUF funded Artizan Project has started. Clydebank is part of the UK Government’s Plan for Neighbourhoods investment programme, providing up to £20 million for eligible areas over a 10-year period. The Neighbourhood Board in Clydebank developed the Regeneration Plan for submission to the UK Government as part of the funding process. The service has also supported 106 business start- ups in the first half of the year and on track to meet year-end target of 180. FINANCIAL CONTEXT The UK Government said its budget, set in November 2025, “takes the fair and necessary choices to deliver on the government’s promise of change”, by cutting the cost of living, reducing the NHS waiting list in England and decreasing debt and borrowing. It further highlights that “the [UK] Government’s plans are underpinned by its non- negotiable fiscal rules which provide credibility by ensuring day-to-day spending is met with revenues, while allowing the step change needed in investment to grow the economy”. Page 49
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Key spending announcements in the UK Budget 2025 include: Removal of the two-child benefit cap lifting 450,000 children out of poverty. Around 95,000 of these are children in Scotland. Around 60% of families affected are in employment. This has led to the biggest reduction in child poverty this century. Combined with other measures this lifts 550,000 children out of poverty in the UK. Fuel levy changes save all households £150 on their energy bills. The Warm Homes Discount means another £150 saving for low-income households. An increase in the Universal Credit Standard Allowance by 6.1% was the first ever permanent real terms increase directly benefitting 540,000 households in Scotland. A commitment to keep the triple lock will mean 1.1million pensioners will receive a 4.8% uplift to their state pension. Extending the fuel duty freeze helps the average driver to save £89 per year. Wages are up more in the first year of the Labour Government than the first decade under the Conservatives. Building on the April 2025 increases, the National Living Wage (ages 21+) was increased from £12.21 to £12.71 per hour - £900 a year pay rise for low paid workers. The National Minimum Wage for 18–20-year- olds will rise from £10.00 to £10.85 per hour - a boost of £1,500 a year, with the National Minimum Wage for apprentices increased by 6% to £8.00 per hour. These changes represent a continued effort to raise earnings for lower-paid workers, with the strongest proportional increases occurring among younger workers and apprentices. These measures help 220,000 workers in Scotland. Decisions taken in the UK Autumn Budget have led to additional consequential funding for the Scottish Government of £510 million in resource funding over the next four years and an extra £310 million in capital funding over five years. The Labour budget also delivered an extra £820m of Barnet Consequentials for Scotland and since the General Election the UK Government has provided £10 billion of additional funding for Scotland. The total funding available to the Scottish Government is forecast to be £61,677 million in 2026-27, an increase of 1.3% in real terms from 2025-26 (an above inflation increase). The funding outlook is forecast to grow on average by 0.8% in real terms in each year of the forecast period up to 2030-31 (an above inflation increases). The 2026/27 Scottish Budget is accompanied by a three-year Scottish Spending Review, which the Scottish Government states, sets “a clear financial trajectory for public spending, underpinned by Page 50
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 £1.5 billion in planned efficiencies and reforms that will protect investment in frontline services”. The Scottish Fiscal Commission (SFC) has warned that “the Scottish Government will face significant challenges funding devolved public services in the future, particularly over the next twenty-five years … because the population in Scotland will age earlier than in the rest of the UK”. They project that Scottish devolved public spending would have to be reduced by 4.1% on average each year compared to projected spending to balance the budget. This is equivalent to £4.6 billion. While the Scottish Government has said local government funding has increased in real-terms by 2%, the SFC highlights that this figure is actually 0.4% once all regular in-year transfers are baselined. The Institute for Fiscal Studies, which provides critical analysis on the Scottish Budget said, “the Budget document continues to bury the most appropriate spending figures in an annexe, with the main body including figures for this year and next that just cannot be meaningfully compared – a recipe for confusion”. This, it argues, “isn’t good enough – especially in an election year, when the electorate deserve a clear picture of how tax and spending are changing”. The Scottish Government continues to underfund Local Government and Social Care in Scotland which means that more responsibility for funding public services is falling onto local residents. It is a matter for the Scottish Parliament to decide how to spend the extra revenue and capital and it’s disappointing that Local Government will not get a fair share of much-needed resources to support vital Council services, such as social care services, education, roads, housing, and sports and leisure. The Scottish Government has completely undermined and hampered our efforts to address homelessness and to achieve financial sustainability. They ignored our calls to do the right thing and use this additional funding to ensure that hard-pressed public bodies like West Dunbartonshire Council can continue to offer vital services to the communities they serve. The SNP Scottish Government draft budget represents an extremely poor settlement for local government in Scotland and means real terms cuts for councils. The most alarming elements of the SNP budget are: Councils facing a £528 million budget gap in 2026/27, alongside rising demand, inflationary pressures, and continuing pay awards. Despite £750m of additional funding needed for social care, this has not materialised and will affect our communities and shared national priorities. Flat cash over the medium-term - with no inflationary uplift - meaning high demand core council services are at risk. The Scottish Government has deprioritised local government with our share of the Scottish Budget reducing from 26.4% down to 24.8%. Page 51
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Capital funding is also facing a real-terms cut and will impact on our ability to decarbonise our infrastructure to meet net zero targets. SOCIO-ECONOMIC CONTEXT West Dunbartonshire has an estimated population of 89,120 according to National Records of Scotlandʼs latest mid-year population estimates in 2024. The number of births in West Dunbartonshire in 2024 was 800 which was 2.2% higher than in 2023. 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 less than Scotland wide (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. People aged 65 and over make up 20.5% of West Dunbartonshire’s population, which is similar to the Scottish population (20.3%). 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). 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. West Dunbartonshire has a 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 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. 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 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%. CHALLENGES The services people in West Dunbartonshire rely on, such as education, social care, roads, leisure and housing, are under constant threat from the SNP Government. Page 52
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 The most recent figures reported to the Council and the HSCP Board show a combined 2026/27 budget gap of around £14 million, even after more than £1.5 million of savings were agreed in December. The biggest annual inflationary pressure is usually the cost of living pay increase for employees negotiated between COSLA and the trade unions. Our workforce works incredibly hard in often challenging circumstances and fully deserves a fair pay rise, however, the cost of this must be met within the Council’s budget. For next year, the agreed pay rise for most groups is 3.5%, which the Council must fund either through increasing income or implementing savings. The cost of this is around £7.6 million, for staff whose salaries are not funded through the Housing Revenue Account (Housing and Building Services). To put this into perspective, covering that purely through a Council Tax increase would require a rise of around 17%, which is clearly not feasible. Council Tax increases will contribute to closing the gap, but each 1% rise only generates around £454,000, so it is not a realistic way to bridge the gap on its own. On top of pay, the cost of commissioned services, inflationary pressures and rising demand also continue to contribute significantly to the recurring budget gaps. Local demand for services is higher in West Dunbartonshire than in many areas, given the needs of our population. Borrowing costs are relatively high in West Dunbartonshire because we have invested significantly in our communities: improving the school estate, delivering regeneration projects, reducing carbon emissions and tackling flooding. Residents are benefitting from these investments, but the loan repayments increase pressure on revenue budgets. We have fewer properties in the higher Council Tax bands compared with many other areas. This means that a 1% Council Tax increase raises far less income here than it does for other councils, who can generate much more income proportionately from the same percentage rise. The 2026 Scottish Spending Review points to a future cash reduction in funding for councils. This would require the Council to absorb all inflationary pressures and means that the savings identified this year must also take account of the likelihood of further savings requirements in future years. Despite these challenges, we continue to pursue efficiencies and deliver savings to protect services and jobs. LABOUR GROWTH The administration identified a number of priority areas for growth in its revenue budget including: 2025/26 HSCP Pay Award Share - £475,000 2026/27 HSCP Pay Award Share - £238,000 Page 53
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 2026/27 HSCP Share of uncommitted - £291,000 Additional Support to HSCP - £136,000 2026/27 WDLT Pay Award Share - £234,000 INCOME The main source of income to the Council comes from the Scottish Government. West Dunbartonshire Council will receive £267.229m from the Scottish Government for 2026/27. In December, the Council increased its sales, fees, and charges by 5% to help with the increased costs of service delivery. The Council’s other main source of income is from Council Tax. It is expected that a Council Tax increase of 7.8% will result in estimated Council Tax income of £49.044m in 2026/27. The 7.8% increase generates £3.541m and would increase a band D bill by £2.34 a week (for those not receiving any discount). Of the 46,309 properties in West Dunbartonshire, 31,268 receive a Council Tax reduction or exemption, with over 8,200 receiving a 100% exemption/reduction, and 19,325 households in receipt of a 25% discount (single household). Some other households will qualify for support at 10% or lower. The distribution of properties by Council Tax band are set out below: Band A Properties: 7,459 Band B Properties: 16,956 Band C Properties: 7,902 Band D Properties: 6,285 Band E Properties: 4,955 Band F Properties: 1,833 Band G Properties: 849 Band H Properties: 70 BALANCING THE BUDGET The administration has a legal requirement to set a balanced budget. As the Scottish Government has not given us enough funding to support existing services, we have had to raise revenue and reduce costs. If we had closed the £9.243m budget gap in December with Council Tax alone it would have meant 20.36% increase in Council Tax. If we were to close the £5.210m budget gap in March using Council Tax alone, it would mean an increase of 11.48% (Passing through additional funding to HSCP and WDLT increases the gap to £6.44m and a 14.20% increase in Council Tax would be required to close the budget gap). These options are not credible. If we agreed the maximum of all savings proposals, we would still not be able to balance the books. So, on its own, this was not a credible option either. If we were to attempt to close the budget gap just using our reserves, we could have balanced the budget for a single year but would have increased our budget gap significantly for next year and subsequent years leaving the Council in an even worse financial crisis. Section 70 of the Local Government Finance Act 1992 requires councils to impose a Council tax that meets expenses not otherwise met through other Page 54
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 means. Effectively this means any deficit after applying other funds must be met from Council Tax. If Councillors do not set a balanced budget in the forlorn hope of the Scottish Government providing the additional funding of £6.448m, there are severe consequences, which may include government intervention and potential loss of control over financial decisions. Therefore, the only realistic option is a combination of increasing revenue, reducing costs and utilising some of the reserves that were created to help us manage the Council finances over the next three years. Management adjustments £0.705m Savings £1.459m Use of some Council reserves £0.911m. Increase Council Tax by 7.8% to generate additional income: £3.541m PROTECTING JOBS Assuming that the average Council full time equivalent (FTE) job cost £25,000 per year, every £1m of income would save around 40 full time jobs or 80 part time jobs. The Council has committed £0.911m of reserves to help close the budget gap in 2026/27. This is the equivalent of supporting 36 full time jobs or 72 part time jobs for one year (based on 0.5 full time equivalent). TEACHER NUMBERS & FALLING SCHOOL ROLLS West Dunbartonshire Council believes that the best people to determine the numbers of teachers required in our area are the professional officers of the Council. Teacher numbers associated with Scottish Attainment Challenge are set to fall over time as we will have less money overall. Also, with falling pupil rolls the numbers of teachers required would fall further. The Scottish Government wants West Dunbartonshire Council to maintain teacher numbers, despite cuts in funding, falling pupil numbers and no inflationary uplift for education. However, this would have the effect of reducing other Council services. The Scottish Government announced the tapering of Scottish Attainment funding in 2021/22. West Dunbartonshire’s Strategic Equity Funding (SEF) reduced by £298,018 in 2022/23 with a 15% cut in funding. In 2023/24 another 17% cut was applied reducing funding again. For 2024/25, a further 24% reduction was applied reducing funding yet again. The 2025/26 reduction was 23%. Whilst the Scottish Government have confirmed that SEF funding will continue until 2027, figures for the coming financial year have not yet been confirmed. Over the same time our school rolls are projected to continue to fall: 2019/2020: 12,569 Page 55
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 2020/2021: 12,522 2021/2022: 12,390 2022/2023: 12,337 2023/2024: 12,269 2024/2025: 12,117 2025/2026: 11,979 2026/2027: 11,700 (estimated) CHIEF OFFICER CITIZEN, CULTURE AND FACILITIES Citizen, Culture and Facilities incorporates a range of services including libraries, arts and heritage, communications, facilities management, the Council’s contact centres and performance. The Labour administration has chosen to retain opening hours for Clydebank Town Hall and not to increase the cost of school meals to cover the cost of delivery or to remove the fireworks event or Scottish Pipe Band Championships. Under option CCF03 a review of the contact centre would be undertaken, reducing staffing by 1FTE, to make a saving of £30,000. Work would continue to promote alternative methods of contacting or reporting issues to the Council including via email and via the website. A further saving of £253,412 will be made through CCF10, which will reduce the management fee currently provided to West Dunbartonshire Leisure Trust by five per cent. Finally, under option CCF09, a saving of £60,000 will be made by reducing the Performance and Strategy team by 25 per cent. This will require a review of tasks to determine which elements of service will no longer be provided. CHIEF OFFICER EDUCATIONAL SERVICES Educational Services provides early learning and childcare centres, primary schools, secondary schools and additional support needs (ASN) centres as well as other services. The Labour administration has chosen to retain the current offer of swimming lessons to Primary 6 and 7 pupils; continue Early Start Clubs to ensure our young people can access a nutritious breakfast and retain mainstream school transport at its current provision which exceeds the statutory guidance. In addition, we would continue to offer free instrumental music tuition to pupils -a national policy that is not fully funded by the Scottish Government - and maintain the current budget for out-of-authority day and residential placements. Under EDU 09 the charge for attending out of school care at St Eunan’s and Linnvale Primary Schools would be increased in order to reduce the Council subsidy. Based on the attendance levels for session 25/26 and the increase in staffing costs for session 26/27. this could reduce costs to the Council to approximately £25,000, saving £14,000. A further saving of £23,000 will be achieved through EDU12 by reducing the numbers of staff providing the Instrumental Music Service (IMS) in schools, while under EDU13, moving to a common Senior Phase timetable across all five high schools in the area, which would introduce minimum class sizes, will generate a saving of £354,000. Pupils Page 56
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 who cannot access a specific course at their school will have the opportunity to attend the course at another site. Under option EDU14, a reduction in the number of secondary school teachers to reflect the number of young people enrolled in the school but attending college or partner providers for part of the school week, would be progressed to save £552,000, and utilising internal minibus transport instead of taxis for pupils attending partner schools/colleges will save £67,000 under option EDU15. Under option EDU19, six Early Learning Centres which have a Principal Teacher in place would no longer receive additional management funding, saving £69,000. In addition, to reflect a declining pupil roll in West Dunbartonshire, a reduction of five temporary teaching posts (EDU20) would be progressed, making our school pupil/teacher ratios align saving £345,000,, alongside EDU23, an audit of clerical hours where school rolls have declined, to save £90,000. CHIEF OFFICER HOUSING The Housing service includes housing development, homelessness services and housing operations. The Labour administration has chosen to continue the rotation of temporary accommodation as planned for 2026/27. Under option HE02 the CCTV team would be reduced by 25 per cent. This will lead to limited live monitoring provision with a saving of £27,000 generated. CHIEF OFFICER PEOPLE & TECHNOLOGY People & Technology comprises Strategic People & Change services, ICT, Transactional Services Health, Safety & Risk and Organisational Resilience. The Labour administration will not pass the cost for Disclosure Scotland checks on to employees. Option PT01 would progress with a review of tasks undertaken within the Leadership Support Team, which has synergies with the Corporate Administrative Support team, with a view to streamlining work and reducing the number of supervisor or team leader posts required, making a saving of £49,000. Under PT11, the corporate training budget will be reduced, saving £15,000. CHIEF OFFICER RESOURCES The Resources service is responsible for a wide range of financial and administrative services, including Financial Management and control, Asset Management, Revenues and Benefits, and Internal Audit and Fraud. The Labour administration will not reduce or remove funding currently provided to a range of groups in our local community including to community councils, and in addition we will retain the Elderly Welfare Grant. Under option RES04 a review of office accommodation across three locations, Aurora House Carleith Primary School Campus, and Page 57
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 Clydebank Library, to maximise usage, will proceed saving £50,000. Under RES18, work to review Single Person Discounts on Council Tax through data received by the National Fraud Initiative will save £20,000. A comprehensive review will also be undertaken on the current and future uses of the Municipal Buildings in Dumbarton under RES19 as part of the wider office accommodation and asset rationalisation programme to identify the most efficient and sustainable way to utilise or release the property This will generate a saving of £65,000. Under option RES20 a £75,000 saving will be achieved through a detailed review of internal property recharges and rental arrangements for depots and strategic operational locations across the Council’s asset portfolio. This is part of a wider programme of work to ensure all rentals are being charged accurately and reflect current market values, usage patterns and operational cost recovery. In addition, option RES21, will introduce an increased Council Tax charge for owners of long-term empty homes or second homes, generating £225,000. CHIEF OFFICER ROADS & NEIGHBOURHOOD The Roads & Neighbourhood Service is made up of roads operations, Greenspace, and fleet and waste. In order to retain the service, we have accepted. The Labour administration will not progress an option to merge local bowling clubs or turn off streetlights for a period of time in the early hours of the morning. The current supply and installation of Christmas trees in the area will continue, as well as the supply of free dog waste bags. A proposal to introduce parking charges in Council car parks and reductions to street cleaning will also not proceed. Option RN05 will generate a saving of £245,000, through a restructure of the Working4U service, with a workforce reduction of four FTE and Saturday operations at the crematorium (RN06) will cease, saving £5,000. In addition, under RN09, vacant apprenticeship positions (one in roads and four in greenspace) would be removed from the structure, saving £115,000. As detailed in RN11, current street cleaning and litter collection of the A82 trunk road, which is owned and maintained by Transport Scotland, would reduce, saving £50,000. Lastly, purchasing vehicles which are currently hired at significant cost to the Council (RN14) will save £37,000. CHIEF OFFICER REGULATORY & REGENERATION Regulatory & Regeneration comprises a wide range of services including legal, licensing, business support and projects to regenerate the area. Under RR01, a reduction to the Communities team would generate a saving of £42,000, while under RR08 assistance to businesses through grant funding would reduce, saving £10,000. Page 58
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WEST DUNBARTONSHIRE COUNCIL - BUDGET 2026/27 SAVINGS REJECTED Citizen, Culture and Facilities CCF02 Review of Clydebank Town Hall CCF08 Full cost school meals CCF11 Removal of events Education EDU04 Swimming Lessons EDU05 Early Start Clubs EDU08 Charging for Instrumental Music Tuition EDU11 Mainstream School Transport EDU17 Reduce Day and Residential School Budget Housing HE01 Cease Rotation of Temporary Accommodation People & Technology PT10 Disclosure Scotland Charges Resources RES01 Review of External Funding RES14 Elderly Welfare Grants RES15 Review of Community Council Funding Roads & Neighbourhoods RN01 Closure of Bowling Clubs RN04 Street Lighting RN07 Reduction in Street Cleaning RN08 Introduction of Parking Charging RN10 Cease supply and installation of Christmas Trees RN15 Cease supply of Dog Waste Bags BALANCED BUDGET 2026/27 £,000 Budget Gap Reported to December Council 9,243 Measures Agreed December 2025 -1,560 Updated Gap after December Council 7,683 Changes to Budget Gap since December -2,473 Updated Budget Gap at March Council 5,210 Labour Growth Items - HSCP & WDLT Funding 1,374 Agreed 5% increase in sales fees and charges not to be applied to brown bins in 2026/27. 32 Budget Gap Needing Balanced 6,616 Labour Administration Measures to Balance Budget Saving Options -1,459 Management Adjustments -705 7.8% Council Tax Increase -3,541 Use of Reserves -911 Balanced Budget 0 Page 59
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SNP Budget Motion 2026/27 Council agrees the recommendations at 2.1 of the report, subject to the following provisions: Council agrees to a Council Tax increase of 10.4%. Council agrees to amend policy on the Prudential Reserve Target, and sets this at 2.5% Notes the Cost of Living Fund has several elements that are underused or unallocated and agrees to right-size this fund releasing £305,400 to free reserves. The people of Scotland continue to bear the consequences of decisions taken at Westminster that have placed sustained pressure on public services, household finances, and the wider economy. In this context, we have a responsibility to do everything within our power to protect essential services and support residents through the ongoing cost of living crisis. The Scottish Government’s 2026/27 Budget reflects these priorities by focusing on eradicating child poverty, supporting economic growth, and improving public services including the NHS. The Scottish Budget contributes to maintaining Scotland’s social contract, including: • Free prescriptions • Free university tuition • Free school meals • 1,140 hours of funded childcare for 3- and 4-year-olds and eligible 2-year-olds • Free bus travel for almost 2.3 million people • Capped and frozen rail fares • An NHS free at the point of use • Seven social security payments with no UK equivalent, including the Scottish Child Payment Appendix 3 Page 61
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The Budget received cross-party support from the Scottish Liberal Democrats and independent MSPs. Scottish Labour and Scottish Green MSPs chose to abstain. To safeguard the local services relied upon by the people of West Dunbartonshire, this SNP budget includes no cuts to services and no compulsory redundancies. .This budget rejects all of the savings options presented and protects: • Funding for organisations providing vital community support, including Y Sort It, West Dunbartonshire Citizens Advice Bureau, Lomond Care & Repair, and Shopmobility • Swimming lessons, breakfast clubs, music tuition, and school meals for school pupils • Essential Working4U services, including employability support and adult learning • Budgets for CCTV and street lighting to keep communities safe • Investment in modern apprenticeships, supporting young people into positive destinations • Recreational spaces such as Bowling Clubs, promoting physical and mental wellbeing • Access to public facilities including Clydebank Town Hall and the Municipal Buildings • Outdoor spaces through continued street sweeping and litter collection Budget Gap as reported £5,210,000 Additional Spend HSCP increase £1,004,000 Leisure Trust increase £234,000 New Gap £6,448,000 Measures to close gap C Tax set at 10.4% £4,721,600 Pru Reserve to 2.5% £716,000 MGT Adjustments £705,000 Rightsize cost of living fund £305,400 Total measures to close gap £6,448,000 Page 62
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AUDIT COMMITTEE At a Meeting of the Audit Committee held in Civic Space, 16 Church Street, Dumbarton on Wednesday, 10 December 2025 at 2.03 p.m. Present: Councillors Ian Dickson, Michelle McGinty, John Millar, Lauren Oxley, Martin Rooney, Gordon Scanlan, and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources; Andi Priestman, Shared Service Manager – Audit and Fraud; Julie Slavin, Chief Financial Officer – HSCP; Victoria Rogers, Chief Officer – People and Technology; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Carol Alderson, Finance Manager; Gillian Hamilton, Chief Education Officer; Gail MacFarlane, Chief Officer – Roads and Neighbourhood; Caleb Ogouche, External Auditor – Forvis Mazars; Andrew Brown, Education Service Manager; Craig Wilson, Building Services Manager; Stephen Daly, Citizen and Digital Manager; and Lynn Straker, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillor Clare Steel. Councillor Gordon Scanlan in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Audit Committee held on 24 September 2025 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. ITEM 7 Page 63
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INTERNAL AUDIT PLAN 2024/25 PROGRESS TO 31 OCTOBER 2025 A report was submitted by the Chief Officer – Resources advising of progress to 31 October 2025 against the Internal Audit Plan for 2024/25. After discussion and having heard the Shared Service Manager – Audit and Fraud in further explanation and in answer to Members’ questions, the Committee agreed to note the content of the report. 2025/26 INTERNAL AUDIT ANNUAL STRATEGY AND PLAN A report was submitted by the Chief Officer – Resources advising on the planned programme of work for the Internal Audit Section for the year 2025/26. After discussion and having heard the Shared Service Manager – Audit and Fraud in further explanation and in answer to Members’ questions, the Committee agreed to approve the 2025/25 Audit Plan. FORVIS MAZARS - 2024/25 ANNUAL AUDIT PLAN A report was submitted by the Chief Officer – Resources presenting the Forvis Mazars Annual Audit Plan for the year ending March 2025. After discussion and having heard the Chief Officer – Resources and External Auditor in further explanation and in answer to Members’ questions, the Committee agreed to note 2024/25 Forvis Mazars Annual Audit Plan. PUBLIC INTEREST DISCLOSURES AND OTHER INTERNAL AUDIT INVESTIGATIONS 1 APRIL TO 31 OCTOBER 2025 A report was submitted by the Chief Officer – Resources advising on the outcome of investigations into allegations and disclosures in line with public interest disclosure and business irregularities policies received by Internal Audit between 1 April and 31 October 2025. After discussion and having heard the Chief Officer – Resources, the Chief Officer – People and Technology, the Chief Officer – Roads and Neighbourhood and the Shared Service Manager – Audit and Fraud in further explanation and in answer to Members’ questions, the Committee agreed to note the content of the report. SCOTTISH PUBLIC SERVICES OMBUDSMAN COMPLAINTS REPORT 2024-2025 A report was submitted by the Chief Officer – Citizen, Culture and Facilities presenting the Scottish Public Services Ombudsman (SPSO) report on complaints handling by West Dunbartonshire Council for the year 1 April 2024 - 31 March 2025. Page 64
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After discussion and having heard the Shared Service Manager – Audit and Fraud, the Citizen and Digital Manager and the Building Services Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the contents of the report and the ongoing commitment at a service and strategic level to monitor complaints and ensure compliance with Scottish Public Services Ombudsman (SPSO) timelines. TREASURY MANAGEMENT MID-YEAR REPORT 2025/2026 A report was submitted by the Chief Officer – Resources providing an update on treasury management to 30 September 2025. After discussion and having heard the Finance Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the treasury management stewardship information within the appended report; (2) to 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); and (3) to remit the 2025/26 Treasury Management Mid-Year Report to full Council for approval. ACCOUNTS COMMISSION REPORT – AUDIT OF GLASGOW CITY COUNCIL SENIOR OFFICER EXIT PACKAGES A report was submitted by the Chief Officer – People and Technology providing detail on West Dunbartonshire Council’s response to the recommendations arising from a recent Controller of Audit’s report to the Accounts Commission on governance and transparency of decision making of exit packages of senior officers in Glasgow City Council. After discussion and having heard the Chief Officer – People and Technology in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the Council’s responses to each recommendation in the Accounts Commission letter; (2) that the current approach to the governance of exit packages, in particular those involving senior officers, is sufficient; (3) that the Council’s Scheme of Delegation should be subject to review; and (4) to note the revisions to the Code of Conduct as set out in paragraph 4.7 of the report. Page 65
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EXTERNAL AUDIT ENQUIRIES – 2024/25 ACCOUNTS A report was submitted by the Chief Officer – Resources informing of External Audit’s requirement for the provision of information regarding the Council’s approach to dealing with fraud, litigation, laws and regulations as part of their audit of the Council’s 2024/25 Statement of Accounts and 2024/25 Trust Accounts. After discussion and having heard the Chief Officer – Resources in further explanation, the Committee agreed:- (1) the enquiries for those charged with governance for the 2024/25 Council Accounts and 2024/25 Trust Accounts; and (2) to approve the submission of the draft responses set out in appendix 1 of the report for the Council and appendix 2 of the report for the Trust Funds to the Council’s external auditors. The meeting closed at 2.53 p.m. Page 66
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 25 March 2026 ___________________________________________________________________ Subject: Non-Domestic Rates Hardship Application 1. Purpose 1.1 The purpose of this report is for Council to consider a non-domestic rates hardship application. 2. Recommendations 2.1 It is recommended Council: a) Confirms the Chief Officer – Resources recommendation to not award hardship relief b) Delegates authority to Chief Officer – Resources to determine any future applications for Discretionary Relief from Non-Domestic Rates. 3. Background 3.1 Section 156 of the Local Government (Scotland) Act 1994 makes provision for a council to settle (in whole or in part) a business’s Non-Domestic Rate liability if it is satisfied the business would sustain hardship if it did not do so and that is reasonable for the Council to do so, having regard to the wider interests of its local taxpayers. The powers under Section 156 are discretionary and it has been the practice for the Council to decide whether to make a settlement. 3.2 On 25 October 2000 Council considered a Discretionary Relief from Non- Domestic Rates – Hardship paper and agreed that hardship relief would be submitted to the Director of Corporate Services, who would forward applications with appropriate recommendations for Council to consider. The position of Director of Corporate Services no longer exists in the Council’s establishment and with the relevant officer now being the Chief Officer – Resources. 3.3 Although Non-Domestic Rate income is collected locally and added to the national pool of rates income, 25% of any hardship relief awarded must be met from the Council’s General Fund. ITEM 8 Page 67
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4. Main Issues 4.1 The Council has received a Non-Domestic Rates Hardship application. This is the first one received since the policy was agreed in October 2000. The Non- Domestic property the application relates to is Dalmoak Castle which is in Dumbarton. The property has been empty since December 2013 and is classified as a Class 8 – Residential Institution (Nursing Home). 4.2 The application for hardship was based on the following information provided by the applicant: Since the insolvency of the nursing home company in 2013, we have been maintaining Dalmoak Castle at significant personal financial cost. We continue to bear heavy mortgage commitments and repair costs for this listed heritage property, while at the same time investing what limited resources we have into upgrading the building in the hope of bringing it back into productive use. Payment of non-domestic rates at this stage would cause us severe financial hardship and force us to halt the upgrading works. This in turn would make it impossible to progress with our plans to reopen the property for community benefit, such as the health and wellbeing project. We therefore respectfully request hardship relief for Dalmoak Castle from 1 April 2024 until the property is either sold or brought back into viable business use. This would allow us to continue maintaining and upgrading the property, safeguarding it as part of the local heritage, and eventually contribute positively to the local economy. 4.3 The property was in receipt of 100% Empty Property Relief from 19 December 2013 to 31 March 2024. The rates relief value for this period was £165,583.73. Entitlement to Empty Property Relief ended from 1 April 2024 following Council’s approval of the Non-Domestic Rates Empty Property Relief Policy on 20 December 2023 which removed the 100% relief previously awarded to listed buildings. 4.3 The outstanding charges for 2024/25 and 2025/26 are £28,635. 4.4 Following receipt of the hardship application on 25 August 2025, the property was visited was by two Council officers on 19 September 2025. This was to allow the applicant to discuss their business plans and work carried out on Dalmoak Castle and allow the officers to provide a report to Chief Officer – Resources. 4.5 The report which details the professional views on the work completed and work required to bring the property back into use stated: The external fabric is in reasonable condition, and the grounds of property are being maintained. Page 68
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All timber windows and doors are in urgent need of decoration and the there is a need to renew sand mastic sealant. Internal floors, walls and ceilings are in reasonable condition and property is dry and free from dampness. Bedrooms have screeded pipes chases to radiators and are broken up in areas. First floor room doors have been upgraded to fire doors but the condition of the door closers and fire seals are poor. Bathrooms throughout property are dated and in need of refurbishment with some work started on replacement showers in two ground floor ensuite rooms. Catering kitchen is dated and in need of replacement. Two dehumidifiers were running on the first-floor landing. Oil-fired central heating was running when visit was carried out however condition of boiler is unknown. Condition of hot and cold water system and drainage system unknown. Fire alarm requires inspection and testing. Many radiators are corroded and the enamel finished is damaged. Decoration is tired and needs refreshed The report summary states there appears to be minimal investment on the property for a number of years due to the Care Home business ending and is in need of major investment to bring it up to a habitable standard for any functional use. The cost of the works is likely to run to several hundred thousand pounds, and an estimation of the timescale for refurbishment could be up to 24 months. 4.6 The applicant was emailed on 6 October 2025 for clarification on the points noted below: During the visit, the applicant advised there was no business or building plan in place. Confirmation was required if this remained the case. Information to be provided on costings and timescales required to bring the property up to a standard to allow the business to commence. If consideration had been given to any planning applications that might be required to change the use of the property. 4.7 The applicant responded on 15 October 2025 confirming there was no business plan in place however they were developing the concept. The reply addressed the planning consent and provided further information on the planned building works as follows: Refurbishment of three ground-floor bedrooms, upgrades to fire safety systems, replacement of the main electrical fuse board, and installation of appropriate security measures. Refurbishment of three additional rooms on the upper floor and further restoration as resources permit. Page 69
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The applicant advised they have upgraded the central heating system, which involved a significant expense. That several radiators and valves still need to be replaced, and that internal painting and furnishing will also be required to make the rooms suitable for occupation. 4.8 Due to an error made in the Non-Domestic Rates (Scotland) Act 2020 which accidentally removed the legal right for local authorities to charge owners of unoccupied properties, consideration of the hardship application had to be paused to allow the Scottish Government and local authorities to seek a legal opinion. Emails were sent to the applicant on 12 and 26 November 2025 to advise and confirm once this was resolved, contact would be made with them. 4.9 On 25 November 2025, Scottish Parliament agreed a motion to treat the Non- Domestic Rates (Liability for Unoccupied Properties)(Scotland) Bill as an Emergency Bill. This was agreed with the bill passing on 27 November 2025 and became an Act on 7 January 2026. This Act resolved the issues raised at point 4.7 and the rate payer was updated and advised that the application would be considered by Chief Officer – Resources and recommendation made to Council on 25 March 2026. 4.10 Having considered the application, the report provided by the Council officers and subsequent information from the applicant, the Chief Officer Resources recommendation is that hardship relief is not granted. 4.11 As stated at point 3.1, the Council must be satisfied that the business would sustain hardship if the application was not granted. Currently this is not an active business but an empty property that has benefited from rates relief as stated at 4.3. 4.12 The Council Officers professional opinion is that the property requires major investment to bring it up to a habitable standard for any functional use. Without completing a full inspection, the officer estimates the costs could run to several hundred thousand pounds and take up to 24 months to complete. 4.13 The rate payer has confirmed that there is no business plan in place and no evidence of funds in place to complete the required works. 4.14 In reaching this decision on the hardship relief, the Chief Officer Resources must fully consider the above information, the probable completion date considering business planning and financials, the viability of the business model and if the relief would be in the interest of council taxpayers. 4.15 While the proposed business could benefit residents suffering from diabetes, help with obesity management and wellbeing, there are concerns over the investment required to make this a reality and over whether this is a viable business model. 4.16 Recommendation 2.1b) recommends that all such future applications are determined by the Chief Officer: Resources. This reflects the fact that Page 70
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applications for relief may often consider detailed financial, technical and personal information which is not appropriate to place in the public domain and which may require professional knowledge and expertise to best consider. If agreed, the appropriate policy and scheme of delegation will be amended to permit determination by the Chief Officer: Resources except in those circumstances where he deems it is not appropriate to exercise such delegation. In these cases a report will be submitted to Council with the appropriate safeguards taken in respect of commercial and personal data. 5. People Implications 5.1 There are no people implications. 6. Financial & Procurement Implications 6.1 If approved, the cost to the General Fund for the years 2024/25 and 2025/26 would be £7,158.75. 7. Risk Analysis 7.1 None 8. Equalities Impact Assessment (EIA) 8.1 An equalities screening carried out did not identify any equality considerations. 9. Consultation 9.1 The views Legal Services have been requested on this report and have advised there are no issues 10. Strategic Assessment 10.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. …………………………………………… Laurence Slavin Chief Officer - Resources Date: 25 March 2026 Page 71
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Person to Contact: Ryan Chalmers, Section Head, Church Street, Dumbarton. Email: ryan.chalmers@west- dunbarton.gov.uk Appendices: None Background Papers: Report to Council, 25 October 2000 Wards Affected: All Council wards. Page 72
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Council: 25 March 2026 ___________________________________________________________________ Subject: Treasury Management Strategy and Annual Investment Strategy 1. Purpose 1.1 The purpose of this report is to seek Council approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within. 2. Recommendations 2.1 Council is requested to: (a) Approve the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within. (b) Approve the continued use of the asset life method (using either annuity or equal instalment) for the repayment of loan fund advances with the exception of spend to save schemes where the funding/income profile method could be used. (c) Approve the ability to continue to use countries with a sovereign rating of AA- and above. (d) Note the removal of Lender Option Borrowing Option as an approved source of borrowing. (e) Note the report will be referred to Audit Committee for further scrutiny. 3. Background 3.1 The Council has adopted the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Treasury Management in Local Authorities. The Code requires an annual Treasury Management Strategy Statement and Investment Strategy to be approved by Council for the forthcoming financial year. This report seeks Member’s approval of the proposed Treasury Management Strategy Statement and Annual Investment Strategy. The report also sets out the policy for the repayment of loans fund advances for 2026/27. 3.2 The Council uses MUFG Corporate Markets Treasury Limited, formerly Link Treasury Services, as its external treasury management advisors. The Council recognises there is value in employing external providers of treasury management services to acquire access to specialist skills and resources. ITEM 9 Page 73
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The Council will ensure that the terms of their appointment and the methods by which their value will be assessed are properly agreed and documented, and subject to regular review. 3.3 Appendix 1 and 2 to this report outline the Council’s Capital Prudential and Treasury Indicators. Members are asked to approve these as required by the Local Government (Scotland) Act 1973 (extended via the Code on the Investments of Money by Scottish Local Authorities under section 40 of the Local Government in Scotland Act 2003. 3.4 In 2016 regulations were enacted by the Scottish Parliament, the Local Authority (Capital Finance and Accounting) (Scotland) Regulations 2016, They require the Council to set out its policy for the statutory repayment of loans fund advances prior to the start of the financial year. This is detailed in section 3 of Appendix 1 to this report. The policy on repayment of loans fund advances in respect of capital expenditure by the Council is to ensure the Council makes an annual prudent provision to pay off an element of the accumulated loans fund advances made in previous financial years. . 3.7 The CIPFA Treasury Management Code of Practice requires greater Member scrutiny of the treasury polices, increased Member training and awareness and greater frequency of information. It also required the Council to ensure effective scrutiny of its treasury management strategy and polices. Within the Council the body identified to fulfil this role is the Audit Committee. Therefore, the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within should be referred to the Audit Committee once approved by Council to ensure further scrutiny takes place. 4. Main Issues 4.1 The Local Government in Scotland Act 2003 requires Council to adopt the CIPFA Prudential Code and produce prudential indicators. Appendix 6 of this report details the Council’s expected year end indicators for 2026/27, revises the indicators for 2027/28 to 2030/31 and projects the indicators to 2035/36, with those for the period 2031/32 to 2035/36 being indicative currently. 4.2 Within this overall prudential framework there is a clear impact on the Council’s treasury management activity, either through borrowing or investment activity. Consequently, the treasury management strategy (which includes details of debt and investment) for 2026/27 to 2035/36 is included in Appendix 6 (with the period 2031/32 to 2035/36 being indicative at this time) to complement the prudential indicators relating to the treasury activity. 4.3 Other appendices to this report are Appendix 3 - Details of the risks, mitigating controls and limits associated with each of the permitted investment categories Appendix 4 - Credit rating type and definitions Appendix 5 - List of approved sovereign countries for investments Page 74
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Changes to Financial Regulations – Leasing 4.4 The Treasury Management Strategy report to Council in March 2021 reported a change to financial regulations regarding leasing. The change was postponed and was then reflected in the accounts effective 1 April 2024 (financial year 2024/25). 4.5 The change brings the assets and future liabilities for all leases onto the Council’s Balance Sheet from 1 April 2024; leased assets were brought onto the balance sheet in the 2024/25 accounts. The effect of this change increased the ‘level of debt’ identified by the Council; the Capital Financing Requirement; Operational Boundary; and Authorised Limit, by the future liability of the leased assets. Forecast and estimates of the ratio of financing costs to Net Revenue Stream may also be affected in future years. This change affects all councils, though this Council has a low number of leased assets. Capital Strategy 4.6 In December 2017, CIPFA issued a revised Prudential Code. As a result, from 2019/20, all local authorities were required to prepare a Capital Strategy report, and a revision to the Prudential Code 2021 confirmed that local authorities must produce an Annual Capital Strategy which is intended to provide: • 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. 4.6.1 The aim of the Capital Strategy is to ensure all elected members understand the overall strategy, governance procedures and risk appetite entailed by the Strategy. 4.6.2 The 2026/27 Capital Strategy (approved by Council on 4th March 2026) includes detail on capital expenditure, investments and liabilities and treasury management to allow Members to understand how stewardship, value for money, prudence, sustainability and affordability will be secured. 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. Page 75
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7. Financial and Procurement Implications 7.1 The prudential indicators in Appendix 6 show the Council’s likely and indicative capital financing for the period 2026/27 to 2035/36 while the treasury management indicators in Appendix 6 show the likely borrowing requirement for the same period. 7.2 Table E in Appendix 6 indicates that in each year the gross borrowing requirement (which includes short-term borrowing for cashflow purposes) is below the capital financing requirement (CFR) and does not exceed the total of the CFR in the preceding year plus the estimates of any additional CFR for 2026/27 and following two financial years (Appendix 2 – section 2.1 and 2.2). 7.3 As a key indicator of prudence this illustrates the Council only undertakes long-term borrowing for capital purposes 7.4 There are no procurement issues 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 and 2: (a) Capital receipts which affect the capital financing and borrowing requirement may not materialise and if this occurs then 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) must also be taken into account; however, the robust controls included within the investment strategy (Appendix 2 – section 6) will assist in mitigating this risk. (c) Capital inflation may increase capital expenditure levels, which in turn may affect the capital financing and borrowing requirement leading to an increase in borrowing, assuming no additional capital receipts are available. (d) In the last 18 months interest rates have continued to decrease, the most recent rate reduction was from 4% to 3.75% in December 2025. Rates are expected to continue to fall from June 2026 onwards, however, are subject to further uncertainty. It was highlighted to Council on the 4 March that while the plan is affordable in 2026/27 assuming a balanced revenue budget is agreed, it does create significant pressures on the revenue budget due to the cost of borrowing and since that it will have revenue implications for future years which will require to be planned for in the normal manner through long-term financial strategies and budget planning processes. This may require the capital programme to be subject to further review in future years if it is deemed to be placing an excessive pressure on the revenue budget and the sustainability of the Housing Revenue Account (HRA). Page 76
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9. Equalities Impact Assessment 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 Legal and Resources have been consulted in relation to this report and appendices. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. Laurence Slavin Chief Officer - Resources Date: 29 January 2026 Person to Contact: Lynsey Dickson, Church Street, Dumbarton Email: Lynsey.Dickson@west-dunbarton.gov.uk Appendices: 1 Prudential Indicators 2026/27 to 2035/36 2 Treasury Management Strategy 2026/27 to 2035/36 3 West Dunbartonshire Council and Common Good Funds Permitted Investments, Associated Controls and Limits 4 Counterparty Rating Explanations 5 Approved Countries for Investment 6 Prudential and Treasury Indicators Background Papers: 2026/27 Budget Report – Council 4 March 2026 Treasury Management Strategy – Council 26 March 2025 Treasury Mid-year update – Council 17 December 2025 Wards Affected: All wards affected. Page 77
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Appendix 1 Capital Prudential Indicators 2026/27 to 2035/36 1. Capital Expenditure and Financing 1.1 This prudential indicator is a summary of the Council’s capital expenditure plans, both those agreed previously, and those forming part of the 2026/27 budget setting. The Council’s gross capital expenditure plans are summarised in Table A within Appendix 6. This forms the first of the prudential indicators. Total expenditure is partially funded by resources such as capital grants, etc. Any remaining expenditure which cannot be immediately funded from other resources will form a borrowing need. 1.2 A certain level of capital expenditure will be supported by the general capital grant provided by the Scottish Government, and also specific capital grants from the Scottish and UK Governments. Anything above this level will be funded from the Council’s own resources (e.g. other grants, capital receipts, prudential borrowing). 1.3 There are two main limiting factors which may impact on the Council’s ability to undertake unsupported capital expenditure: • Whether the revenue resource is available to support the implications of capital expenditure (borrowing costs and running costs). • The Government may use a control to limit either the total of all councils’ plans nationally, or in the event of an assessment by central government that local plans are unaffordable at a specific council, it may implement a local control. No such control has been implemented since the inception of the prudential code, however, HM Treasury keep this under review. 1.4 The summary of capital expenditure, as per the capital plan reported to Council on 4 March 2026 for both HRA and General Services, is shown in Table A in Appendix 6. The HRA capital plan refresh extends to 2030/31 with the period from 2030/31 to 2035/36 extracted from the HRA Business Plan for the purposes of Prudential Indicator calculations. 1.5 Under section 22 of Schedule 3 of the Local Government (Scotland) Act 1975 a local authority may establish a capital fund to be used for “defraying any expenditure of the authority to which capital is properly applicable, or in providing money for repayment of the principal of loans (but not any payment of interest on loans)”. Furthermore, Finance Circular 7/2018 confirms that capital receipts may also be used to “fund the cost of premiums, either as they are incurred, or as they are recharged back to the General Fund/HRA” 1.6 The budget update for General Services reported to Council assumes an element of capital receipts is used to fund the principal element of loan charges and annual premium costs between 2026/27 and 2029/30. This has been adjusted for within these indicators, where appropriate. A review was undertaken during 2025/26 and we will continue to utilise capital receipts to fund the principal element of loan charges. 2. The Council’s Borrowing Need (the Capital Financing Requirement) 2.1 The second prudential indicator is the Council’s Capital Financing Requirement (CFR). The CFR is simply the total outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is a measure of the Council’s underlying borrowing Page 79
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need. The net capital financing need (as indicated in Table A in Appendix 6) impacts directly on the CFR. 2.2 Due to accounting requirements, the CFR currently includes any other long-term liabilities (i.e. PPP schemes, PPI schemes, finance leases) brought onto the Balance Sheet. Whilst this increases the CFR, and therefore the Council’s borrowing requirement, these types of schemes include a borrowing facility and so the Council is not required to separately borrow for these schemes. The Council currently has circa £86.0m for PPP schemes and leases within the CFR. 2.3 The CFR projections for both General Services and HRA are shown in Table B in Appendix 6 and show that the CFR for the HRA and the CFR for General Services is projected to increase each year from 2026/27 to 2035/36 2.4 The expected impact of the capital expenditure decisions above on the Council’s debt and investment position are shown in the treasury strategy (Appendix 2). 3. Liability Benchmark 3.1 The council is required to estimate and measure the Liability Benchmark for the forthcoming financial year and the following two financial years as a minimum. Based on the recommendations of CIPFA this has been produced for 10 years and shown within Graphs A & B. 3.2 There are four components to the liability benchmark: • Existing loan debt outstanding: the council’s existing loans that are still outstanding in future years. • Loans CFR: this is calculated in accordance with the loans CFR definition in the Prudential Code and projected into the future based on approved prudential borrowing and planned Loans Fund advances/Loans Fund principal repayments. • Net loans requirement: this will show the councils gross loan debt less treasury management investments at the last financial year-end, projected into the future and based on its approved prudential borrowing, planned Loans Fund principal repayments and any other major cash flows forecast. • Liability benchmark (or gross loans requirement): this equals net loans requirement plus short-term liquidity allowance. 3.3 The liability benchmarking projections presented are based on the assumption that the Council will maintain its current Treasury Management Strategy. Specifically, it has been assumed that all maturing debt will be refinanced in line with existing practice, primarily through a combination of new loans from the Public Works Loan Board (PWLB) and ongoing participation in the local authority lending market. Page 80
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Graph A Graph B Page 81
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4. Statutory repayment of loans fund advances 4.1 The Council is required to set out its policy for the statutory repayment of loans fund advances prior to the start of the financial year. The repayment of loans fund advances ensures the Council makes a prudent provision each year to pay off an element of the accumulated loans fund advances made in previous financial years. 4.2 A variety of options are provided to councils so long as a prudent provision is made each year as detailed below: Option Method Detail 1 Statutory Loans fund advances will be repaid by the annuity method. The Council was permitted to use this option for a transitional period only, of five years until 31 March 2021, at which time it was required to change its policy to use alternative approaches based on depreciation, asset life periods or a funding/income profile as detailed below. 2 Depreciation Annual repayment of loans fund advances will follow standard depreciation accounting procedures. 3 Asset Life Loans fund advances will be repaid with reference to the life of an asset using either the equal instalment or annuity method. 4 Funding/ Income Profile Loans fund advances will be repaid by reference to an associated income stream 4.3 Council is recommended to approve the following policy for loans fund advances: • For loans fund advances made before 1 April 2016, advances will be repaid by the annuity method, by the appropriate write off period (based upon useful asset lives, following the agreed Council policy). • Recognising that the Council had forward capital expenditure plans and was already committed to that plan and the revenue implications of that plan, the policy for loans fund advances made from 1 April 2016 to 31 March 2021 was to mainly repay loans fund advances by the annuity method (with a write off period based upon useful asset lives) unless an alternative method is more appropriate. • For loans fund advances made after 1 April 2021 (i.e. commencing 2021/22), the policy for the repayment of loans advances is to apply the following options, selecting the most suitable method for each individual advance. o Asset life method – loans fund advances will be repaid with reference to the life of an asset using either the equal instalment or annuity method. It is likely that the equal instalment method will be used. o Funding / Income profile method – loans fund advances will be repaid by reference to an associated income stream. 4.4 The pooled interest rate applied to the loans fund repayments is based on historic interest rates and is currently 4.30%. Page 82
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4.5 Table C in Appendix 6 details the loans fund repayment profile for 2026/27 onwards based on the balance outstanding at 1 April 2026 and capital expenditure plans 2026/27 to 2035/36 as per Table A. 5. Affordability Prudential Indicators 5.1 The previous sections cover the overall capital and control of borrowing, but within this framework prudential indicators are required to assess the affordability of the capital investment plans. These indicate the impact of the capital investment plans on the overall Council’s finances. The Council is asked to approve the following indicators: 5.2 Actual and estimates of the ratio of financing costs to net revenue stream. This indicator is detailed in Table D in Appendix 6 and identifies the trend in financing cost of capital (loan charges and long-term liability financing) against the net revenue stream (funding sources e.g. Scottish Government revenue support grant, council tax and HRA rental income). 5.3 The estimates of financing costs include current commitments and the impact of capital expenditure as per Table A and this indicator shows the percentage of total council revenue expenditure that is spent on repayment of loan charges and long-term liability capital and interest repayments. 6. Financial reporting changes in relation to leases 6.1 From 1 April 2024 there is a significant change to the Accounting Code of Practice which the Council follows for their Financial Statements, which will impact on debt levels and prudential indicators in the future. This change is in relation to assets the Council leases. 6.2 Currently there are two types of leases which are treated differently through the Financial Statements. From April 2024, all leases (where the Council is lessee and with a few exceptions) will require to be accounted for on the Council Balance Sheet as assets. For illustrative purposes, leases currently held by the Council (but not owned and therefore not currently on the Council’s Balance Sheet) include leases for properties (such as Aurora/ Clydebank Town Centre Office/ Bridge Street), photocopiers, and vehicles. The treatment of these leases will become similar to the current accounting reporting for PPP assets. 6.3 Accounting for these leases on the Balance Sheet will result in increases to assets and long- term liabilities, affecting a number of the prudential and treasury management indicators – increasing: the ‘level of debt’ identified by the Council; the Capital Financing Requirement; Operational Boundary; and Authorised Limit, by the value of the leases. Forecast and estimates of the ratio of financing costs to Net Revenue Stream may also be affected. Page 83
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Appendix 2 Treasury Management Strategy 2026/27 – 2035/36 1. Background 1.1 The treasury management service is an important part of the overall financial management of the Council’s affairs. Whilst the prudential indicators in Appendix 1 consider the affordability and impact of capital expenditure decisions, the treasury service covers the effective funding of these decisions. There are specific treasury prudential indicators included in this strategy which need approval. 1.2 The Council’s treasury activities are strictly regulated by statutory requirements and a professional code of practice (the CIPFA Code of Practice on Treasury Management). 1.3 As a requirement of the Code the Council is required to adopt a Treasury Management Policy Statement and four Treasury Management clauses. These form part of the Council’s financial regulations, and the following documents were adopted on 5 March 2018: • Treasury Management Policy Statement • Treasury Management Clauses • The Treasury Management Role of the Section 95 Officer 1.4 The policy requires an annual strategy to be reported to Council outlining the expected treasury activity for the forthcoming three years, however in line with the longer capital planning process treasury management indicators have been provided (where appropriate) covering the period to 2035/36. A key requirement of this report is to explain both the risks, and the management of the risks, associated with the treasury service. Further reports are issued as follows: • Mid-year monitoring report on actual activity during the year including revised indicators where appropriate. • Quarterly report to monitor and report performance against all forward-looking prudential indicators • Year-end report on actual activity for the previous year. • Updates as part of the capital BCR. 1.5 This strategy covers: • The Council’s debt and investment projections • Limits to the Council’s borrowing activity • The economic climate and expected movement in interest rates • The Council’s borrowing, debt and investment strategies • Treasury performance indicators • Specific limits on treasury activities • Policy on ethical investments. 2. The Council’s debt and investment projections 2.1 The Council’s forecast treasury portfolio position at 31 March 2026 with forward projections are summarised in Table E in Appendix 6 and shows the gross debt (the treasury management operations), against the underlying capital borrowing need (the Capital Financing Requirement - CFR), highlighting any under or over borrowing. Page 84
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2.2 Within the prudential indicators there are a number of key indicators to ensure the Council operates its activities within well-defined limits. One of these is that the Council needs to ensure that its gross debt does not, except in the short term, exceed the total of the CFR in the preceding year plus the estimates of any additional CFR within the following two financial years. This allows some flexibility for limited early borrowing for future years, but ensures that borrowing is not undertaken for revenue purposes. This is illustrated by comparing the estimated gross debt as at 31 March 2026 with the CFR as at 31 March 2029. 2.3 The Section 95 Officer (Chief Officer - Resources) reports that the Council has complied with this prudential indicator, and no difficulties are envisaged for the current or future years. This view takes into account the capital plan refresh reports for General Services and HRA. 3. Limits to Borrowing Activity 3.1 The Operational Boundary is detailed in Table F in Appendix 6 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 CFR, but may be lower or higher depending on the levels of actual debt. 3.2 The Authorised Limit for External Borrowing – This is a key prudential indicator and represents a control on the maximum level of borrowing. This represents a legal limit beyond which external debt is not allowed to exceed. This needs to be set or revised by Members. It reflects the level of external debt which, while not desired, could be afforded in the short term, but is not sustainable in the longer term. This is the statutory limit (Affordable Capital Expenditure Limit) determined under section 35(1) of the Local Government in Scotland Act 2003. The Government retains an option to control either the total of all councils’ plans, or those of a specific council, although this power has not yet been exercised. The Council is asked to approve the authorised limit detailed in Table G in Appendix 6. 3.3 Policy on borrowing in advance of need - This Council will not borrow more than or earlier than required purely in order to profit from the investment return of the extra sums borrowed. Any decision to borrow in advance will be within forward approved Capital Financing Requirement estimates and will be considered carefully to ensure that value for money can be demonstrated and that the Council can ensure the security of such funds. Risks associated with any borrowing in advance activity will be subject to prior appraisal and subsequent reporting through the mid-year or annual reporting mechanism. 4. UK, World and Scottish Economy Update – Extraction from MUFG Corporate Markets Treasury Limited, formerly Link Treasury Advisor, Reports (January 2025) and the Scottish Fiscal Commission Forecast (January 2026). 4.1 UK In the UK, soft overseas demand, past interest rate hikes and higher taxes mean the GDP is projected to grow by 1.0% in 2026. The weakening in the labour market should continue to bear down on wage growth which along with similar rises in regulated prices this year heading into 2026, mean CPI inflation could fall below the 2% target during the year and stay there. For some forecasters, this increases the possibility that the Bank of England choose to cut interest rates from 3.75% now to 3.00% by the end of 2026, rather than the consensus view of 3.25-3.50%. Page 85
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4.2 US In the US, investors believe that the recent strength in AI-related investment marks the start of a multi-year capex boom. With this boost, GDP growth is expected to be 2.5% in both 2026 and 2027. Elsewhere, where labour demand remains soft, the immigration crackdown should hold back labour supply growth, and economists expect the unemployment rate to peak at 4.7% in early 2026. With core inflation set to remain above the 2% target for some time, the consensus is that the Fed will cut its policy rate only once more in 2026. 4.3 EU In the Eurozone, forecasters expect GDP to increase at a moderate pace this year and next. Germany’s fiscal stimulus is likely to be slower and less effective than many expect, while growth is anticipated to be stronger in the smaller economies. Meanwhile, inflation is forecast to undershoot the 2.0% target in 2026 as energy prices fall and wage growth eases further. On balance, analyst believe the ECB is likely to cut interest rates before the end of 2026, bringing the deposit rate down to 1.5% by December 2026. 4.4 China While Chinas growth picked up in November on the back of stronger export growth, the economy looks set to have expanded by less than 3.5% in 2025. Exports should continue growing in 2026, despite tariff barriers as well as the impact of expansionary fiscal measures, although these are likely to provide a smaller prop to the economy. With the property downturn set to drag on and overcapacity likely to remain entrenched, growth forecasts have been downgraded to just 3.0% in 2026. 4.5 Japan In Japan, the economy is expected to grow at a healthy pace, which should ensure that the labour market remains tight. While energy subsidies and falling crude oil prices will weigh on headline inflation, measures of underlying inflation should hold up well. Accordingly, some forecasters expect the Bank of Japan will likely lift rates to 1.75% by 2027 compared to the broader analyst consensus of just 1.00% 5 Scotland Specific Our view of economic conditions remains largely unchanged compared with our expectations in December 2024. We continue to see a picture of global instability and uncertainty, which is weighing on household and business confidence. This includes the US Government introducing a range of new import tariffs and, more recently, events in Venezuela. Domestically, the labour market has continued to slow across the UK. Some of the changes we have made since our December 2024 forecast are to our projections of trend economic growth. This includes a revised judgement on productivity growth and updates for the latest population and labour force participation data. Overall, these updates have led to small changes to our GDP and labour market forecasts. Page 86
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The lower outturn GDP data we now observe relative to our December 2024 forecast was because factors such as global instability and higher consumer and business costs had a greater impact on outturn data towards the end of 2024 than we anticipated. In the coming years, GDP growth is consistent with our previous forecast. 5. Prospect for Interest Rates 5.1 The Council has appointed MUFG Corporate Markets Treasury Limited, formerly Link Asset Services, as its treasury advisor and part of their service is to assist the Council to formulate a view on interest rates. Table H in Appendix 6 gives the current MUFG Corporate Markets Treasury Limited central view. 6. Borrowing and Debt Strategy 2026/27 – 2035/36 6.1 Table E in Appendix 6 forecasts that the capital borrowing need (the Capital Financing Requirement) will be almost fully funded with external borrowing which is a mixture of short term and long term debt. 6.2 Against this background and the risk within the economic forecast, caution will be adopted with the 2026/27 treasury operations. The Section 95 Officer will monitor interest rates in financial markets and adopt a pragmatic approach to changing circumstances. 6.3 If it was felt that there was a significant risk of fall in long and short term rates, e.g. due to a marked increase of risks around recession or of risks of deflation, then long term borrowing will be postponed, and potential rescheduling from fixed rate funding into short term borrowing will be considered. 6.4 If it was felt that there was a significant risk of a much sharper rise in long and short term rates than that currently forecast, perhaps arising from a greater than expected increase in world economic activity or further increases in inflation risks, then the portfolio position will be re-appraised with the likely action that fixed rate funding will be drawn whilst interest rates were still relatively cheap. 6.5 Any decisions will be reported to Members via the Members Bulletin at the next available opportunity. 6.6 Approved sources of long and short term borrowing include: Fixed Variable PWLB X X Local Authorities X X Banks X X Pension Funds X X Insurance Companies X X Market – long term X X Market – short term X X Overdraft X X Internal (capital receipts / revenue balances) X X Finance Leases X X Page 87
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Following the Council meeting on the 26 March 2024 and further agreement with the Audit Committee of 12 June 2024 the use of Markets (Lender option Borrowing Options (LOBO’s) have been removed as an approved use of short term and long-term borrowing for the Council. 7. Investment Strategy 7.1 The Council’s investment policy has regard to the Local Government Investment (Scotland) Regulations (and accompanying finance circular). Council has also adopted both the Treasury Management Code of Practice and the Prudential Code and is required to adopt revised editions. The day-to-day investment policies and practices are contained in the Council’s Treasury Management Practices, which reflect the requirements of these codes. 7.2 Key Objectives – Following the economic background above, the current investment climate has one over-riding risk consideration - counterparty security risk. As a result of these underlying concerns, officers have implemented an operational investment strategy which prioritises security first, liquidity second and then return. 7.2.1 The Council has adopted a prudent approach to managing risk and defines its risk appetite by the following means: • Minimum acceptable credit criteria are applied in order to generate a list of highly creditworthy counterparties. This also enables diversification and thus avoidance of concentration risk. The key ratings used to monitor counterparties are the short term and long-term ratings. • Other information: ratings will not be the sole determinant of the quality of an institution; it is important to continually assess and monitor the financial sector on both a micro and macro basis and in relation to the economic and political environments in which institutions operate. The assessment will also take account of information that reflects the opinion of the markets. To achieve this consideration the Council will engage with its advisors to maintain a monitor on market pricing such as “credit default swaps” and overlay that information on top of the credit ratings. • Other information sources used will include the financial press, share price and other such information pertaining to the financial sector in order to establish the most robust scrutiny process on the suitability of potential investment counterparties. • The Council has defined the list of types of investment instruments that the treasury management team are authorised to use. • Transaction limits are set for each type of investment. • All investments will be denominated in sterling. 7.2.2 The aim of the strategy is to generate a list of highly creditworthy counterparties which will enable diversification, and thus avoidance of concentration, with the prime intention of providing security of investment and minimisation of risk. 7.3 Investment Strategy – The process for investment strategy under the regulations covers a wide range of Council investments and will be broadly managed in the following way: Page 88
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• Short Term Cash – Cash relating to day to day cash flow will be maintained on a shorter term basis in cash type products with consideration to liquidity requirements. • Longer Term Cash – Cash relating to reserves, provisions and balances on the balance sheet may be held for longer periods of time in cash type products or in longer term bonds or funds depending on: ▪ cash flow requirements ▪ the underlying expectation for interest rates ▪ the economic background of these investments may be held longer term. • Service Type Investments – These will predominantly be policy driven and approved by Members. Shareholdings, development opportunities, loans to third parties, equity instruments and investment properties held for rental returns will be regularly reviewed to judge the investment performance. • Non-Service Type Investments – Investments such as Joint venture delivery companies such as Hub West Scotland and investments in regeneration partnerships and development opportunities. 7.4 Benchmarking and Monitoring Security, Liquidity and Yield in the Investment Service A development for Member reporting is the consideration and approval of security, liquidity and discreet benchmarks. Yield benchmarks are currently widely used to assess investment performance. 7.4.1 These benchmarks are targets (not limits) and so may be breached from time to time, depending on movements in interest rates and counterparty criteria. The purpose of the benchmark is that officers will monitor the current and trend position and amend the operational strategy depending on any changes. Any breach of the benchmarks will be reported, with supporting reasons in the Mid-Year or Annual Report. 7.4.2 In the context of benchmarking, assessing security is a very subjective area to assess. Security is currently evidenced by the application of minimum quality criteria to investment counterparties, primarily through the use of credit ratings supplied by the three main credit rating agencies (Fitch/ Moody’s and Standard and Poors). Whilst this approach embodies security considerations, benchmarking levels of risk is more problematic. One method to benchmark security risk is to assess the historic level of default against the minimum criteria used in the Council’s investment strategy. Table I in Appendix 6 shows average defaults for differing periods of investment grade products for each Fitch/ Moody’s Standard and Poors long term rating category. 7.4.3 The Council’s minimum long term rating criteria is currently “A-”, meaning the average expectation of default for a one-year investment in a counterparty with a “A” long term rating would be 0.05% of the total investment (e.g. for a £1m investment the average loss would be £500). This is only an average - any specific counterparty loss is likely to be higher - but these figures do act as a proxy benchmark for risk across the portfolio. 7.4.4 As required by the CIPFA Treasury Management Code of Practice The Council will “ensure that it has adequate, though not excessive, cash resources, borrowing arrangements, overdrafts or standby facilities to enable it at all times to have the level of funds available to it which are necessary for the achievement of its business/service objectives”. In respect to liquidity as defined above the Council seeks to maintain: Page 89
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• Bank overdraft - £1m • Liquid short term deposits of at least £5m available on an overnight basis. 7.4.5 Local measures of yield investment benchmarks that will be used to assess returns are: Benchmark Benchmark Return Average Return Compound 12 month SONIA* 4.25% 4.04% Council’s Instant Access Account 3.81% 4.04% * SONIA is Sterling Overnight Index Average and has replaced LIBOR & LIBID 7.5 Council Permitted Investments – The Investments Regulations (Code on the Investment of Money by Scottish Local Authorities) requires Council approval of all the types of investment to be used and set appropriate limits for the amount that can be held for each investment type. These types of investment are termed permitted investments and any investments used which have not been approved as a permitted investment will be considered ultra vires. 7.5.1 The permitted investments which may be used in the forthcoming year are noted below. Details of the risks, mitigating controls and limits associated with each of these permitted categories are shown in Appendix 3. • Cash Type Instruments ▪ Deposits with the Debt Management Account Facility (UK Government) ▪ Deposits with other local authorities or public bodies ▪ Money Market Funds ▪ Call accounts, deposit accounts with financial institutions (banks and building societies ▪ Term deposits with financial institutions (banks and building societies) ▪ UK Government Gilts and Treasury Bills ▪ Certificates of deposits with financial institutions (banks and building societies) ▪ Structured deposit facilities with banks and building societies (escalating rates, de-escalating rates, etc). • Other Investments ▪ Investment properties ▪ Loans to third parties, including soft loans ▪ Loans to a local authority company ▪ Shareholding in a local authority company ▪ Non-local authority shareholdings ▪ Joint venture delivery companies such as Hub West Scotland ▪ Regeneration partnerships and development opportunities ▪ District Heating Schemes ▪ Local Authority Mortgage Scheme (LAMS). 7.5.2 Permitted investments related to the Common Good are also shown in Appendix 3, and where applicable the same counterparty selection criteria as noted in 6.6 above will be applied. Page 90
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7.6 Investment Counterparty Selection Criteria The primary principle governing the Council’s investment criteria is the security of its investments, although the yield or return on the investment is also a key consideration. After this main principle the Council will ensure: • It maintains a policy covering both the categories of investment types it will invest in, criteria for choosing investment counterparties with adequate security, and monitoring their security. • It has sufficient liquidity in its investments. For this purpose it will set out procedures for determining the maximum periods for which funds may prudently be committed. These procedures also apply to the Council’s prudential indicators covering the maximum principal sums invested. 7.6.1 The Section 95 Officer will maintain a counterparty list in compliance with the following criteria and will revise the criteria and submit them to Council for approval as necessary. This criteria selects which counterparties the Council will choose from, rather than defining what its investments are. 7.6.2 Credit rating type and definitions are attached within Appendices 4 and 6. 7.6.3 Credit rating information is supplied by our treasury consultants on all active counterparties that comply with the criteria below. Any counterparty failing to meet the criteria would be omitted from the counterparty (dealing) list. Any rating changes, rating watches (notification of a likely change), rating outlooks (notification of a possible longer term change) are provided to officers almost immediately after they occur and this information is considered before dealing. For instance, a negative rating watch applying to any counterparty at the minimum Council criteria will be suspended from use, with all others being reviewed in light of market conditions. 7.6.4 The criteria for providing a pool of high quality cash type investment counterparties is: • Category 1 - Good Credit Quality – the Council will only use financial institutions (including certificates of deposit and corporate bonds) which: ▪ Are UK banks; and/or ▪ Are non-UK and domiciled in a country which has a minimum Sovereign long term rating of AA; The UK will be excluded from any Sovereign rating criteria. ▪ And have, as a minimum, the following Fitch, Moody’s and Standard and Poors (S&P) credit ratings (where rated): o Short Term – F1 (or equivalent from Fitch, Moody’s and S&P) o Long Term – A- (or equivalent from Fitch, Moody’s and S&P) The difference between the ratings will be reflected in the money limits as noted in Table J in Appendix 6. • Category 2 – Part nationalised UK banks –Royal Bank of Scotland Group. These banks can be included if they continue to be part nationalised or they meet the ratings in Category 1 above. Page 91
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• Category 3 - The Council’s own banker for transactional purposes if the bank falls below the above criteria specified in category 1, although in this case balances will be minimised in both monetary size and time. • Category 4 - Bank Subsidiary and Treasury Operations – the Council will use these where the parent bank has the necessary ratings outlined in category 1. • Category 5 - Building Societies – the Council will use all Societies which meet the ratings for banks outlined in category 1. • Category 6 - Money Market Funds – the Council will use either Constant Net Asset Value (CNAV) or Low Volatility Net Asset Value (LVNAV) money market funds that are AAA rated (by at least one of the 3 rating agencies) • Category 7 - UK Government (including gilts, treasury bills and the Debt Management Account Deposit Facility (DMADF/HM Treasury) • Category 8 - Local Authorities, etc 7.6.5 Due to the uncertainty in the financial markets it is recommended that the Investment Strategy is approved which will provide officers with the flexibility to deal with any unexpected occurrences. Officers can restrict the pool of available counterparties from these criteria to safer instruments and institutions. 7.6.6 The time limits for institutions on the Council’s cash type counterparty list are as noted in Table J in Appendix 6. 7.6.7 The Council’s bankers are currently Virgin Money (previously known as the Clydesdale Bank Plc) which falls within Category 3. It is recognised that the money limit of £5million may be breached for purely operational purposes on a temporary overnight basis only. The Chief Officer - Resources will endeavour to avoid this scenario but this allows for circumstances that are out with the Council’s control where funds may be deposited unexpectedly or at short notice into the Council’s accounts after the dealing deadline for the day has passed. In such a circumstance the funds will require to be kept on an overnight basis in the Council’s bank account until appropriate arrangements can be made for investment. 7.6.8 Table J does not include a monetary limit for category 7 which are funds deposited with the UK Government namely the DMADF. This facility allows local authorities to deposit surplus cash on flexible terms and receive a market related rate of interest. Funds are held by the Bank of England and the scheme carried the Government’s own sovereign credit rating offering the highest available security and therefore no maximum monetary limit has been set. 7.6.9 Country and sector considerations - Due care will be taken to consider the country, group and sector exposure of the Council’s investments. In part the country selection will be chosen by the credit rating of the Sovereign state in Banks 1 above and the list of approved countries for investments are detailed in Appendix 5. In addition: • No more than 25% will be placed with any country outside of the UK at any time • Limits in place above will apply to Group companies • Sector limits will be monitored regularly for appropriateness. 7.6.10 Use of additional information other than credit ratings – Additional requirements under the Code of Practice now requires the Council to supplement credit rating information. Whilst Page 92
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the above criteria rely primarily on the application of credit ratings to provide a pool of appropriate counterparties for officers to use, additional operational market information will be applied before making any specific investment decision from the agreed pool of counterparties. This additional market information (for example Credit Default Swaps, negative rating watches/outlooks) will be applied to compare the relative security of differing investment counterparties. 7.6.11 Economic Investment Considerations – Current forecasts on shorter-term interest rates, on which investment decisions are based, show a potential for the current 3.75% Bank Rate to continue to slowly decrease. The Council’s investment decisions are based on comparisons between the rises priced into market rates against the Council’s and advisers own forecasts. 7.6.12 There is an operational difficulty arising from the current economic situation. There is currently little value investing longer term unless credit quality is reduced. Whilst some selective options do provide additional yield uncertainty over counterparty creditworthiness suggests shorter dated investments would provide better security. 7.6.13 The criteria for choosing counterparties set out above provide a sound approach to investment in “normal” market circumstances. Whilst Members are asked to approve this base criteria above, under the exceptional current market conditions the Section 95 Officer (Chief Officer - Resources) may temporarily restrict further investment activity to those counterparties considered of higher credit quality than the minimum criteria set out for approval. These restrictions will remain in place until the banking system returns to “normal” conditions. Similarly, the time periods for investments will be restricted. 7.7 Sensitivity to Interest Rate Movements - Whilst most of the risks facing the treasury management service are addressed elsewhere in this report (credit risk, liquidity risk, market risk, maturity profile risk), the impact of interest rate risk is discussed but not quantified. Table K in Appendix 6 highlights the estimated impact of a 1% increase/decrease in all interest rates to the estimated treasury management costs/income for next year. That element of the debt and investment portfolios which are of a longer term, fixed interest rate nature will not be affected by interest rate changes. 7.8 Ethical Investments - This is the placing of funds and selecting investments in a manner that reflects an authority’s ethical values. Generally, two sets of criteria are drawn up – negative and positive values whereby investments are to be avoided or encouraged. 7.8.1 The following policy statement was approved on 25 October 2017: 7.8.2 The Council will not knowingly invest directly in organisations (including financial institutions and money market funds) whose activities and practices pose a risk of serious harm to individuals and/or groups, or whose activities are inconsistent with the Council’s vision, values and priorities. This could include avoiding direct investment in organisations with material links to: • Human rights abuse (e.g. child labour) • Environmentally harmful activities (e.g. destruction of habitat) • Socially harmful activities (e.g. gambling). 7.8.3 In order to give effect to its commitment to this policy the Chief Officer - Resources contacted all investment counterparties on 9 January 2018 advising of our policy. Page 93
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7.8.4 In accordance with the further commitments that were given in October 2017 it is considered that this policy statement remains relevant and does not require to be amended at this time. 8. Treasury Management Limits on Activity 8.1 There are four further treasury activity limits, which were previously prudential indicators. The purpose of these prudential indicators is to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. However, if these are set to be too restrictive they will impair the opportunities to reduce costs. • Upper limits on variable interest rate exposure – This indicator identifies a maximum limit for variable interest rates based upon the debt position net of investments • Upper limits on fixed interest rate exposure – Similar to the previous indicator this covers a maximum limit on fixed interest rates. • Maturity structures of borrowing – These limits are set to reduce the Council’s exposure to large fixed rate sums falling due for refinancing, and are required for upper and lower limits. • Total principal funds invested for greater than 364 & 365 days - These limits are set with regard to the Council’s liquidity requirements and to reduce the need for early sale of an investment, and are based on the availability of funds after each year-end. The proposed indicators are shown within Table L in Appendix 6. 9. Performance Indicators 9.1 The Code of Practice on Treasury Management requires the Council to set performance indicators to assess the adequacy of the treasury function over the year. These are distinct historic indicators, as opposed to the prudential indicators, which are predominantly forward looking. Examples of performance indicators often used for the treasury function are: • Debt – Borrowing - Average rate of borrowing for the year compared to average available • Debt – Average rate movement year on year • Investments – Internal returns above the 7 day SONIA rate. 9.2 The results of these indicators will be reported in the Treasury Annual Report for 2026/27. 10. Treasury Management Advisors 10.1 The Council uses MUFG Corporate Markets Treasury Limited, formerly Link Asset Services, as its treasury management advisors. The company provides a range of services which include: • Technical support on treasury matters, capital finance issues and the drafting of Member reports • Economic and interest rate analysis • Debt services which includes advice on the timing of borrowing • Debt rescheduling advice surrounding the existing portfolio Page 94
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• Generic investment advice on interest rates, timing and investment instruments • Credit ratings/market information service comprising the three main credit rating agencies. 10.2 The current treasury advisor contract was awarded to Link Asset Services, now MUFG Corporate Markets Treasury Limited, following the process/guidance of a quick quote by utilising a framework. This commenced on 1 May 2024 until 30 April 2026, with an option to extend for one year. 10.3 The Council recognises that responsibility for treasury management decisions remains with the Council at all times and will ensure that undue reliance is not place upon external service providers. 10.4 The Council also recognises there is value in employing external providers of treasury management services in order to acquire access to specialist skills and resources. The Council will ensure the terms of their appointment and the methods by which their value is assessed are properly agreed and documented, and subjected to regular review. 10.5 Whilst the advisers provide support to the internal treasury function the final decision on treasury matters remains with the Council. 11. The Monitoring of Investment Counterparties 11.1 The credit rating of counterparties will be monitored regularly. The Council receives credit rating information (changes, rating watches and rating outlooks) from MUFG Corporate Markets Treasury Limited as and when ratings change, and counterparties are checked promptly. On occasion ratings may be downgraded when an investment has already been made. The criteria used are such that a minor downgrading should not affect the full receipt of the principal and interest. Any counterparty failing to meet the criteria will be removed from the list immediately by the Chief Officer - Resources and, if required, new counterparties which meet the criteria will be added to the list. Page 95
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Appendix 3 West Dunbartonshire Council and Common Good Funds Permitted Investments, Associated Controls and Limits Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Cash Type Instruments Deposits with the Debt Management Account Facility (UK Government) (Very low risk) This is a deposit with the UK Government and as such counterparty and liquidity risk is very low, and there is no risk to value. Deposits can be between overnight and 6 months. Little mitigating controls required. As this is a UK Government investment the monetary limit is unlimited to allow for a safe haven for investments. As shown in Table J. Deposits with other local authorities or public bodies (Very low risk) These are considered quasi UK Government debt and as such counterparty risk is very low, and there is no risk to value. Liquidity may present a problem as deposits can only be broken with the agreement of the counterparty, and penalties can apply. Deposits with other non- local authority bodies will be restricted to the overall credit rating criteria. Little mitigating controls required for local authority deposits, as this is a quasi UK Government investment. Non- local authority deposits will follow the approved credit rating criteria. As shown in Table J. Money Market Funds (MMFs) (Very low risk) Pooled cash investment vehicle which provides very low counterparty, liquidity and market risk. These will primarily be used as liquidity instruments. Funds will only be used where the MMFs has an “AAA” rated status from either Fitch, Moody’s or Standard and Poor’s. As shown in Table J. Call account deposit accounts with financial institutions (banks and building societies) (Low risk depending on credit rating) These tend to be low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is high and investments can be returned at short notice. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Page 96
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Term deposits with financial institutions (banks and building societies) (Low to medium risk depending on period & credit rating) These tend to be low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is low and term deposits can only be broken with the agreement of the counterparty, and penalties may apply. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Government Gilts and Treasury Bills (Very low risk) These are marketable securities issued by the UK Government and as such counterparty and liquidity risk is very low, although there is potential risk to value arising from an adverse movement in interest rates (no loss if these are held to maturity. Little counterparty mitigating controls are required, as this is a UK Government investment. The potential for capital loss will be reduced by limiting the maximum monetary and time exposures. As shown in Table J. Certificates of deposits with financial institutions (Low risk) These are short dated marketable securities issued by financial institutions and as such counterparty risk is low, but will exhibit higher risks than the first three categories above. There is risk to value of capital loss arising from selling ahead of maturity if combined with an adverse movement in interest rates. Liquidity risk will normally be low. The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Page 97
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Structured deposit facilities with banks and building societies (escalating / de- escalating rates, etc.) (Low to medium risk depending on period & credit rating) These tend to be medium to low risk investments, but will exhibit higher risks than the first three categories above. Whilst there is no risk to value with these types of investments, liquidity is very low and investments can only be broken with the agreement of the counterparty (penalties may apply). The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Corporate Bonds (Medium to high risk depending on period & credit rating) These are marketable securities issued by financial and corporate institutions. Counterparty risk will vary and there is risk to value of capital loss arising from selling ahead of maturity if combined with an adverse movement in interest rates. Liquidity risk will be low The counterparty selection criteria approved above restricts lending only to high quality counterparties, measured primarily by credit ratings from Fitch, Moody’s and Standard and Poors. Corporate bonds will be restricted to those meeting the base criteria. On day to day investment dealing with this criteria will be further strengthened by the use of additional market intelligence. As shown in Table J. Other Types of Investments Investment properties These are properties that are not used to facilitate service delivery but are held solely to earn rentals or for capital appreciation or both. These are highly illiquid assets with high risk to value (the potential for property prices to fall or for rental voids). In larger investment portfolios some small allocation of property based investment may counterbalance/compliment the wider cash portfolio. Property holding will be re- valued regularly and reported annually with gross and net rental streams. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 98
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Loans to third parties, including soft loans These are service investments either at market rates of interest or below market rates (soft loans). These types of investments may exhibit credit risk and are likely to be highly illiquid. Each third party loan requires Member approval and each application is supported by the service rational behind the loan and the likelihood of partial or full default. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Loans to a local authority company These are service investments either at market rates of interest or below market rates (soft loans). These types of investments may exhibit credit risk and are likely to be highly illiquid. Each loan to a local authority company requires Member approval and each application is supported by the service rational behind the loan and the likelihood of partial or full default. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Shareholdings in a local authority company These are service investments which may exhibit market risk and are likely to be highly illiquid. Each equity investment in a local authority company requires Member approval and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Non-local authority shareholdings These are non-service investments which may exhibit market risk, be only considered for longer term investments, likely to be liquid. Any non-service equity investment will require separate Member approval and each application will be supported by rational behind the service the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 99
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Type of Investment Treasury Risks Mitigating Controls Council and Common Good Limits Joint venture delivery companies such as hub West Scotland Public sector organisations across a hub territory will work in partnership with each other, and a private sector delivery partner, in a joint venture delivery company called hub West Scotland. . Any investment in hub West Scotland requires approval from the Section 95 Officer (Chief Officer - Resources) and the Chief Executive in consultation with the Leader of the Council and the Leader of the Opposition and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Regeneration partnerships and development opportunities Investments undertaken with the prime intention of local area regeneration. Any investment in a regeneration partnership / development opportunity requires Member approval with each application supported by rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Investment in Projects procured and managed by third parties e.g. District Heating Schemes Investments undertaken to assist in facilitating third party projects where the Council has an interest in the successful outcome of the project. Expectation of a financial return for the Council. Any investment in such projects requires Member approval and each application will be supported by a business case for the investment and the expectation of a financial benefit to the Council. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Local Authority Mortgage Scheme (LAMS) These are service investments at market rates of interest. Under this scheme the Council is required to place funds for a number of years with the bank which is participating in this scheme Any investment in the LAMS requires Member approval and each application will be supported by the service rational behind the investment and the likelihood of loss. The Section 95 Officer will determine monetary and time limits managing risk accordingly, to the maximum total as noted in Table L of £7m. Page 100
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Appendix 4 Type of Rating Rating Explanation Fitch -Short Term F1+ Indicates exceptionally strong capacity for timely payment of financial commitments F1 Indicates the strongest capacity for timely payment of financial commitments Fitch - Long Term AA- Denote expectations of a very low level of default risk relative to other issuers or obligations in the same country or monetary union. The default risk inherent differs only slightly from that of the country's highest rated issuers or obligations. A- Indicates strong capacity for timely payment of financial commitments. This capacity may, nevertheless, be more vulnerable to changes in circumstances or in economic conditions than is the case for higher ratings Moody’s - Short Term P-1 Banks based Prime-1 for deposits offer superior credit quality and a very strong capacity for timely payment of short term deposit obligations Moody’s - Long Term Aa Offer excellent credit quality, with susceptibility to long term risks with a vulnerability to greater fluctuations within protective elements A Offer excellent credit quality, but elements suggest a Susceptibility to impairment over the long term Standard & Poors - Short Term A-1 Indicates a strong capacity to meet institutions financial commitments. Within this category, certain obligors are designated with a plus sign (+). This indicates that the obligor’s capacity to meet its financial commitments is EXTREMELY STRONG Standard & Poors - Long Term AA- Indicates strong capacity for timely payment of financial commitments A- Indicates strong capacity for timely payment of financial commitments. This capacity may, nevertheless, be more susceptible to the adverse effects of changes in circumstances or in economic conditions than is the case for higher rated category Page 101
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Appendix 5 West Dunbartonshire Council and Common Good Funds Permitted Investments, Approved Countries for Investments Based on lowest available rating AAA • Australia • Denmark • Germany • Netherlands • Norway • Singapore • Sweden • Switzerland • Luxembourg AA+ • Canada • Finland • U.S.A. AA • Abu Dhabi (UAE) • Qatar AA- • U.K. Please note that this is the list will be updated as required on an ongoing basis Page 102
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West Dunbartonshire Council Prudential and Treasury Indicators General Services 59,015 56,181 26,203 43,082 11,665 11,600 11,600 11,317 11,667 11,560 11,560 Financed by: Capital grants 41,183 26,469 8,829 6,436 6,436 6,436 6,436 6,436 6,436 6,436 6,436 Revenue 0 796 496 496 496 496 496 496 496 496 496 Other funding 0 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 17,832 28,916 16,878 36,150 4,733 4,668 4,668 4,385 4,735 4,628 4,628 HRA 50,896 63,685 60,250 44,550 47,650 45,650 0 0 0 0 0 Financed by: Capital grants 10,707 15,601 8,151 6,301 9,001 7,101 0 0 0 0 0 Revenue 0 0 0 0 0 0 0 0 0 0 0 Other funding 0 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 40,189 48,084 52,099 38,249 38,649 38,549 0 0 0 0 0 General Services 59,015 56,181 26,203 43,082 11,665 11,600 11,600 11,317 11,667 11,560 11,560 HRA 50,896 63,685 60,250 44,550 47,650 45,650 0 0 0 0 0 Capital Expenditure 109,911 119,866 86,453 87,632 59,315 57,250 11,600 11,317 11,667 11,560 11,560 Capital grants 51,890 42,070 16,980 12,737 15,437 13,537 6,436 6,436 6,436 6,436 6,436 Revenue 0 796 496 496 496 496 496 496 496 496 496 Other funding 0 0 0 0 0 0 0 0 0 0 0 Net financing need for the year 58,021 77,000 68,977 74,399 43,382 43,217 4,668 4,385 4,735 4,628 4,628 Capital Financing Requirement CFR – General Services 481,094 521,085 546,564 562,132 570,619 578,996 566,917 554,663 542,566 530,383 518,177 CFR – HRA 426,630 462,094 484,689 498,495 506,021 513,449 502,738 491,871 481,143 470,339 459,516 Total CFR 907,724 983,180 1,031,253 1,060,627 1,076,640 1,092,445 1,069,656 1,046,533 1,023,709 1,000,722 977,693 Movement in CFR 31,206 75,455 48,073 29,374 16,013 15,805 (22,790) (23,122) (22,824) (22,987) (23,029) Movement in CFR represented by Net financing need for the year (above) 58,021 77,000 68,977 74,399 43,382 43,217 4,668 4,385 4,735 4,628 4,628 Loans Fund Review - - - - - - - - - - - Less scheduled debt amortisation and other financing movements (26,815) (1,544) (20,903) (45,025) (27,369) (27,412) (27,458) (27,507) (27,559) (27,615) (27,657) Movement in CFR 31,206 75,455 48,073 29,374 16,013 15,805 (22,790) (23,122) (22,824) (22,987) (23,029) Forecast 2035/36 Forecast 2035/36 Forecast 2035/36 Forecast 2035/36 Forecast 2030/31 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Table A - Net Capital Financing Need General Services and HRA Shown Separately £000 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2031/32£000 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2032/33 Forecast 2032/33 Forecast 2032/33 Forecast 2032/33 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Table B - Capital Financing Requirement General Services and HRA Combined £000 Forecast 2033/34 Forecast 2025/26 Forecast 2026/27 Forecast 2031/32 Forecast 2033/34 £000 Forecast 2034/35 Forecast 2034/35 Forecast 2034/35 Forecast 2034/35 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Forecast 2033/34 Forecast 2033/34 Appendix 6 Page 103
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West Dunbartonshire Council Prudential and Treasury Indicators Table C - Internal Loan Fund Repayment Profile (excluding PPP repayments) General Services (Exc PPP) 7.19% 7.73% 8.14% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% General Services 9.85% 10.32% 10.66% 2.45% 2.41% 2.36% 2.30% 2.23% 2.16% 2.09% 0.00% HRA 51.06% 66.47% 70.56% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% External Debt Debt at 1 April 467,911 499,724 575,774 624,479 654,524 671,190 687,691 665,643 643,312 621,331 599,243 New Borrowing - CFR 31,813 76,049 48,705 30,046 16,666 16,501 (22,048) (22,331) (21,981) (22,088) (22,088) Debt at 31 March 499,724 575,774 624,479 654,524 671,190 687,691 665,643 643,312 621,331 599,243 577,155 Long Term Liabilities at 1 April 90,121 89,514 88,920 88,288 87,616 86,964 86,268 85,526 84,735 83,892 82,993 Change in Long Term Liabilities (607) (594) (631) (672) (653) (696) (742) (791) (843) (899) (941) Long Term Liabilities at 31 March 89,514 88,920 88,288 87,616 86,964 86,268 85,526 84,735 83,892 82,993 82,052 Gross Debt at 31 March 589,238 664,694 712,767 742,141 758,154 773,959 751,170 728,047 705,223 682,236 659,207 Capital Financing Requirement 907,724 983,180 1,031,253 1,060,627 1,076,640 1,092,445 1,069,656 1,046,533 1,023,709 1,000,722 977,693 Under / (Over) Borrowing 318,486 318,486 318,486 318,486 318,486 318,486 318,486 318,486 318,486 318,486 318,486 Forecast 2035/36 Forecast 2035/36 Forecast 2034/35 Forecast 2034/35 Forecast 2032/33 Forecast 2032/33 Table E - Gross External Debt compared to the Underlying Need to Borrow (CFR) £000 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Forecast 2025/26 Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2033/34 Table D - Ratio of Financing Costs to Net Revenue Stream Forecast 2031/32 Forecast 2033/34 Page 104
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West Dunbartonshire Council Prudential and Treasury Indicators External Debt 549,697 633,351 686,926 719,977 738,309 756,461 732,208 707,644 683,464 659,168 634,871 Long Term Liability 98,465 97,812 97,117 96,378 95,660 94,895 94,079 93,209 92,281 91,292 90,257 Total 648,162 731,163 784,044 816,355 833,969 851,355 826,287 800,852 775,746 750,460 725,128 External Debt 599,669 690,929 749,374 785,429 805,429 825,230 798,772 771,975 745,598 719,092 692,586 Long Term Liability 107,417 106,704 105,946 105,140 104,356 103,522 102,631 101,682 100,670 99,591 98,462 Total 707,086 797,632 855,320 890,569 909,785 928,751 901,404 873,657 846,268 818,683 791,049 Bank Rate 3.75% 3.50% 3.50% 3.25% 3.25% 3.25% 3.25% 3.25% 5yr PWLB Rate 4.60% 4.50% 4.30% 4.20% 4.10% 4.10% 4.10% 4.10% 10yr PWLB Rate 5.20% 5.00% 4.90% 4.80% 4.80% 4.70% 4.70% 4.70% 25yr PWLB Rate 5.80% 5.70% 5.60% 5.50% 5.50% 5,40% 5.30% 5.30% 50yr PWLB Rate 5.60% 5.50% 5.40% 5.30% 5.30% 5.20% 5.10% 5.10% Long term rating 1 year 2 years 3 years 4 years 5 years AAA 0.04% 0.09% 0.16% 0.24% 0.33% AA 0.02% 0.04% 0.09% 0.15% 0.21% A 0.05% 0.13% 0.23% 0.34% 0.47% BBB 0.14% 0.36% 0.62% 0.92% 1.22% BB 0.62% 1.77% 3.06% 4.36% 5.59% B 2.61% 6.45% 9.95% 12.99% 15.54% CCC 18.94% 26.83% 32.22% 35.69% 38.63% Note - The AAA default risk is actually higher than the AA default risk due the number of AAA rated institutions left Forecast 2035/36 Forecast 2035/36 Forecast 2025/26 Forecast 2034/35 Forecast 2034/35 Sep-27 Dec-27 Table I - Historic Risk of Default Mar-26 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31 Forecast 2031/32 Table F - Operational Boundary £000 Forecast 2025/26 Forecast 2026/27 Forecast 2031/32 Sep-26 Dec-26 Table H - Interest Rate Forecast Table G - Authorised Limit Jun-26 Mar-27 Jun-27Link Asset Services Interest Rate View Forecast 2026/27 Forecast 2027/28 Forecast 2028/29 Forecast 2029/30 Forecast 2030/31£000 Forecast 2032/33 Forecast 2032/33 Forecast 2033/34 Forecast 2033/34 Page 105
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West Dunbartonshire Council Prudential and Treasury Indicators Investment Fitch Category (or equivalent) Money Limit Time Limit F1+ / AA- £10million 364 days F1 / A- £5 million 2 F1/A- £10 million (per group) 364 days 3 £5 million Overnight 4 £5 million 364 days 5 As in 1 above £10million and £5million 364 days Sector Limit £25 million Fund Limit £5 million 7 No limit 6 months Sector Limit £25 million 364 days Fund Limit £5 million £000 1% -1% Variable Rate Debt Payments N/A N/A N/A Variable Rate Investment income 26,310 263 -263 Very liquid no time limit applies Table K - Sensitivity to Interest Rate Movements 8 6 1 Table J - Counterparty Limits Page 106
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West Dunbartonshire Council Prudential and Treasury Indicators 2025/26 2026/27 2027/28 Upper Upper Upper Limits on fixed interest rates Limits on variable interest rates Lower Upper Lower Upper Lower Upper Under 12 months 0% 50% 0% 50% 0% 50% 12 months to 2 years 0% 50% 0% 50% 0% 50% 2 years to 5 years 0% 50% 0% 50% 0% 50% 5 years to 10 years 0% 50% 0% 50% 0% 50% 10 years to 20 years 0% 50% 0% 50% 0% 50% 20 years to 30 years 0% 50% 0% 50% 0% 50% 30 years to 40 years 0% 50% 0% 50% 0% 50% 40 years to 50 years 0% 100% 0% 100% 0% 100% 50 years to 60 years 0% 100% 0% 100% 0% 100% 60 years to 70 years 0% 100% 0% 100% 0% 100% Principal sums invested > 364 & 365 days Maturity Structure of fixed interest rate borrowing Table L - Treasury Management Limits on Activity £nil £7m £nil £7m 100% 100% 50% 50% £nil £7m 50% 100% Page 107
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 25 March 2026 ___________________________________________________________________ Subject: General Services Revenue Budgetary Control Report to 31st January 2026 (Period 10) 1. Purpose 1.1 The purpose of this report is to advise Council of the 2025/26 Revenue Budget position at 31 January 2026 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 £3.146m, an improvement in forecast of £0.091m since last reported (£3.055m). II. note a projected adverse variance (overspend) on the General Services Delivery Budget of £0.311m (0.10% of total budget), an improvement in forecast of £0.124m since last reported (£0.435m). III. note a projected in-year use of earmarked reserves of £2.601m, offset by a transfer in of £6.996m and a transfer from unearmarked reserves of £0.858m thus increasing the overall forecast earmarked balance to £14.196m. 3. Background 3.1 The revised 2025/26 revenue budget presented to Council in December was £312.452m. Since then, the Council has recognised additional revenue support grant which revises the 2025/26 budget as follows: Service £m £m Revised budget as at P7 312.452 Additional Resources: Teachers Pay award Education 0.697 Children’s Social Care Pay HSCP requisition 0.155 SRA Kinship Care HSCP requisition 0.039 25/26 HSCP Payaward* HSCP requisition 0.478 Total Additional Resources 1.369 Revised Budget as at Period 10 313.821 ITEM 10 Page 109
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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 £0.311m (0.10% of the total budget) but an overall favourable variance of £3.146m. This represents a £0.091m improvement in the position reported at P7. 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 7 (3.055) Movement in Variance Resources: Favourable variance within Audit due to vacancies Increased income from Statutory Additions Reduction in computer software charges Cost of Storm Eowyn Other favourable variances across the service (0.073) (0.248) (0.046) 0.262 (0.054) (0.159) Regulatory & Regeneration: Favourable variance due to vacancies (0.063) (0.063) People & Technology: Reduction in printer lease costs and M365 renewal charges (0.050) (0.050) Education: Increase in employee costs particularly cover Reduction in utility costs Increase in transport costs Reduction in payments to other bodies (eg ASN, clothing grants) Additional income (eg school meals, early start grant) 0.337 (0.121) 0.664 (0.328) (0.073) 0.479 Roads & Neighbourhood: Favourable variance due to vacancies mainly within Ground Maintenance & Street Cleaning Other smaller adverse variances across the service (0.207) 0.040 (0.167) Miscellaneous Services: Underspend on the cost of unoccupied property costs Underspend in relation to Elderly Welfare Grant Payment based on actual number of recipients Other favourable variances across the service (0.085) (0.050) (0.036) (0.171) Citizens, Culture and Facilities: Other service movements less than £0.050m 0.032 0.032 Page 110
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Housing and Employability: Other service movements less than £0.050m (0.025) (0.025) Total Movement in Service Delivery variance (0.124) Non GAE Allocation: Following a recent review there is a reduction in the recharge of central support services to non GAE services 0.650 Total Movement in Non-Service Budget 0.650 Income: Additional Revenue Support Grant received for expenditure already built into the budget (0.617) General Fund variance at Period 10 (3.146) 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. Earmarked Reserve Position 4.3 Services are anticipating the use of £2.601m (Period 7: £2.754m). Information on the earmarked reserve spend and transfers in are shown in Appendix 4. Appendix 4 has been updated to reflect decisions agreed by Council on 4 March 2026, including earmarking of reserves to balance the 2026/27 budget and agreed use of the Cost of Living Fund. 4.4 On 4 March 2026, the Council agreed to reduce the Council’s General Fund contingency (Prudential Target) from 3% to 2.5% of net expenditure (after requisitions) and amounts to £5.469m, based on 2026/27 estimates. Reducing the Prudential target to 2.5% resulted in a transfer of £0.716m from unearmarked balances to Earmarked reserves to balance the 2026/27 budget. After taking into consideration the forecast favourable position of £3.146m, and the planned use of reserves to balance the 2026/27 budget the Council is currently forecast to be £0.098m above the agreed Prudential Target as at 31 March 2026. 4.5 Appendix 5 shows the latest position in respect of Unallocated and Earmarked Reserves following the budget agreed on 4 March 2026 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 3.279 8.943 12.222 In-year service use of reserves (0.311) (2.601) (2.912) Transfer to EMR 0 6.996 6.996 Transfer to/(from) general reserve 3.457 0 3.457 Page 111
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Total In-year movement as at Period 10 3.146 4.395 7.541 Transfer to/(from) reserves (0.858) 0.858 0 Projected Balance as at 31 March 2026 5.567 14.196 19.763 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 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. Page 112
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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. __________________ Laurence Slavin Chief Officer – Resources Date: 25 March 2026 __________________________________________________________________ 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 10; General Services Revenue Estimates 2025/26 Page 113
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Wards Affected All Wards Page 114
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2025/26 SUMMARY PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 Resources 4,901 12,549 5,903 1,002 20.4% 687 315 Regulatory and Regeneration 5,213 4,511 4,954 (259) -5.0% 52 (311) People & Technology 10,460 9,555 10,379 (81) -0.8% 16 (97) Citizens, Culture and Facilities 18,776 16,550 18,890 114 0.6% 211 (97) Education, Learning and Attainment 138,396 116,553 139,531 1,135 0.8% 359 776 Roads and Neighbourhood 18,125 18,040 18,460 335 1.9% 276 59 908 383 639 (269) -29.6% 0 (269) Miscellaneous Services 7,899 8,545 8,834 935 11.8% 1,000 (65) Requisition (VJB) 880 733 880 0 0.0% 0 0 Requisition (SPT) 1,611 1,343 1,611 (0) 0.0% 0 0 Requisition (HSCP) 94,103 78,419 94,103 (0) 0.0% 0 0 General Services Delivery sub-total 301,273 267,182 304,184 2,911 1.0% 2,601 311 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 (2,702) (2,702) (2,702) 0.0% (2,702) 0 Transfer to Reserves re SPFO reductions 4,294 0 0 (4,294) -100.0% (4,294) 0 Non GAE Allocation (8,453) (7,044) (7,803) 650 -7.7% 0 650 Non-Service Budget sub-total 12,549 (4,848) 2,713 (9,836) -78.4% (6,996) (2,840) Total Expenditure 313,821 262,334 306,897 (6,924) -2.2% (4,395) (2,529) Council Tax (45,426) (37,855) (45,426) 0 0.0% 0 0 Revenue Support Grant (175,591) (146,840) (176,208) (617) 0.4% 0 (617) Non Domestic Rates (84,737) (70,614) (84,737) 0 0.0% 0 0 Central Government Funding (1,672) (1,393) (1,672) 0 0.0% 0 0 Use of reserves (6,395) (5,329) (6,395) 0 0.0% 0 0 Total Resources (313,821) (262,032) (314,438) (617) 0.2% 0 (617) Net Expenditure 0 302 (7,541) (7,541) 0.0% (4,395) (3,146) Department Summary Variance Housing and Employability General Services Delivery Page 115
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 RESOURCES SUMMARY PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 291 174 219 (72) -25% 0 (72) 1,538 1,278 1,540 3 0% 32 (29) 2,201 2,672 2,201 0 0% 0 0 2,424 2,399 2,899 475 20% 427 48 437 345 450 13 3% 0 13 (29) 0 (64) (36) 124% 0 (36) (1,072) (239) (1,228) (156) 15% 0 (156) 1,195 1,630 1,244 49 4% 0 49 (2,029) 4,145 (1,303) 727 -36% 228 499 (55) 145 (55) 0 0% 0 0 4,901 12,549 5,903 1,002 20% 687 315 Total 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 116
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 REGULATORY AND REGENERATION SUMMARY PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 1,609 1,309 1,577 (32) -2% 0 (32) 575 385 507 (67) -12% 0 (67) (221) (214) (231) (10) 4% 0 (10) 885 705 862 (23) -3% 0 (23) 557 439 504 (53) -10% 52 (105) 605 588 612 7 1% 0 7 Economic Development 1,204 1,301 1,123 (81) -7% 0 (81) 5,213 4,511 4,954 (259) -5% 52 (311) Democratic and Registration Service Legal Services/Trading Standards Licensing Environmental Health Planning Variance Total Net Expenditure Service / Subjective Summary Service Summary Procurement Page 117
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 PEOPLE AND TECHNOLOGY PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 902 780 926 25 3% 0 25 1,863 1,536 1,878 15 1% 6 9 5,093 5,115 5,055 (38) -1% 0 (38) Central Administration Support 2,602 2,115 2,510 (91) -4% 0 (91) 0 9 9 9 0% 9 (0) 10,460 9,555 10,379 (81) -1% 16 (96) Variance Total Net Expenditure Transactional Services Provision for Legal Fees & Settlements Information Services Strategic People and Change Service / Subjective Summary Service Summary Page 118
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CITIZENS, CULTURE AND FACILITIES PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 277 253 299 21 8% 16 5 1,386 1,082 1,349 (37) -3% 0 (37) 241 191 229 (12) -5% 0 (12) Clydebank Town Hall 339 246 292 (46) -14% 0 (46) Libraries 1,833 1,489 1,794 (39) -2% 0 (39) Arts and Heritage 306 158 212 (94) -31% 0 (94) Catering Services 5,095 4,906 5,469 374 7% 0 374 Building Cleaning 2,128 1,798 2,105 (23) -1% 0 (23) Building Cleaning PPP (95) (299) (120) (25) 27% 0 (25) Facilities Assistants 2,739 2,086 2,545 (194) -7% 0 (194) Facilities Management 305 473 417 112 37% 150 (38) Events 28 25 25 (3) -11% 0 (3) Leisure Management 4,094 4,055 4,170 76 2% 45 31 School Crossing Patrollers 99 87 103 3 3% 0 3 18,776 16,550 18,890 113 1% 211 (98) Variance Total Net Expenditure Citizen Services Service / Subjective Summary Service Summary Communications & Marketing Performance & Strategy Page 119
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 EDUCATION, LEARNING AND ATTAINMENT PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 Primary Schools 35,039 29,275 35,199 160 0% 0 160 Secondary Schools 35,877 30,030 35,940 63 0% 124 (61) Specialist Educational Provision 23,471 19,349 24,316 845 4% 5 840 Psychological Services 686 647 686 0 0% 0 0 Sport Development / Active Schools 627 466 627 0 0% 0 0 Early Education 19,319 15,206 19,473 153 1% 0 153 PPP 18,400 17,555 18,240 (161) -1% 0 (161) Creative Arts 622 526 654 32 5% 30 2 Curriculum for Excellence 72 26 72 0 0% 0 0 Central Admin 967 914 1,042 75 8% 100 (25) Workforce CPD 289 235 286 (3) -1% 0 (3) Performance & Improvement 488 402 492 4 1% 0 4 Education Development 2,539 1,922 2,505 (34) -1% 100 (134) 138,396 116,553 139,531 1,134 1% 359 775 Variance Service Summary Service / Subjective Summary Total Net Expenditure Page 120
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 ROADS AND NEIGHBOURHOOD PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 Transport, Fleet & Maintenance Services (99) (177) 0 99 -100% 0 99 Roads Services 2,397 3,396 2,575 178 7% 150 28 Outdoor Services 300 133 278 (22) -7% 0 (22) Burial Grounds (245) (536) (241) 4 -2% 0 4 Crematorium (1,072) (566) (884) 188 -18% 0 188 Waste Services 10,074 7,622 10,157 83 1% 0 83 Depots 0 518 0 0 0% 0 0 Ground Maintenance & Street Cleaning 4,731 5,423 4,617 (114) -2% 16 (130) Shared Prosperity Fund 0 0 0 0 0% 0 0 Working 4 U 2,039 2,227 1,958 (81) -4% 110 (191) 18,125 18,040 18,460 335 2% 276 59 Service / Subjective Summary Service Summary Variance Total Net Expenditure Page 121
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND EMPLOYABILITY PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 Homelessness Services 837 674 836 (1) 0% 0 (1) Resettlement Services 0 (95) (260) (260) 0% 0 (260) Private Sector Housing 16 14 16 0 0% 0 0 Private Sector Housing Grant 43 37 43 0 0% 0 0 Energy Efficiency Scotland Area Based Scheme 0 0 0 0 0% 0 0 Anti Social Behaviour & CCTV 305 248 299 (6) -2% 0 (6) Housing Maintenance Trading Organisation (293) (495) (295) (2) 1% 0 (2) 908 383 639 (269) -30% 0 (269) Variance Total Net Expenditure Service / Subjective Summary Service Summary Page 122
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 MISCELLANEOUS PERIOD END DATE 31 January 2026 Total Budget Spend to Date Projected Spend Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 % £000 £000 6,747 7,551 7,673 926 14% 1,000 (74) 1,152 994 1,161 9 1% 0 9 7,899 8,545 8,834 935 12% 1,000 (65) Variance Total Net Expenditure Service / Subjective Summary Chief Executive and Chief Officers Service Summary Sundry Services Page 123
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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 % Audit 291 219 0 (72) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Cost of Collection of Council Tax (1,072) (1,228) 0 (156) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (2,029) (1,303) 228 499 -25% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Environmental Health 575 507 0 (67) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Planning 557 504 52 (105) 9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Regulatory and Regeneration The 3 Groups within this service (Food and Business Group, Environmental Pollution Group and Community Health Protection Group) are responsible for all aspects of Environmental Health work. The reason for the favourable variance is the number of ongoing vacancies. None Required Favourable variance is anticipated. 31 January 2026 Budget Details Resources Internal audit of council services. Favourable variance arising from underspend in staffing costs due to vacant posts. No action required. A favourable variance is anticipated. Variance Analysis RAG Status This service collects Council tax from local residents. The services also provides support and advice to those residents regarding council tax. A higher than anticipated favourable income outturn is anticipated from Statutory Additions. None required. Favourable variance is anticipated. This service provides asset and estate management £250k adverse variance due to asset rationalisation, with property disposals that were previously rental‑income‑generating now contributing capital receipts to the wider budget position. The variance also now reflects £262k of Storm Eowyn damage, which cannot be absorbed within the remaining repairs and maintenance budget due to the scale of the works. An ongoing cost pressure of £50k has been introduced for future years due to higher property valuation costs. Employee turnover savings are mitigating the 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 Building & Planning services. The favourable variance is attributable to employee vacancies and income from planning pre- applications. None required. Favourable variance is anticipated. Page 124
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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 January 2026 Budget Details Variance Analysis RAG Status Economic Development 1,204 1,123 0 (81) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Central Administration Support 2,602 2,510 (91) (91) -4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Arts and Heritage 306 212 0 (94) -31% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,095 5,469 0 374 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,545 0 (194) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This services deals with administration functions within the Authority. This service relates to Economic Development within West Dunbartonshire The favourable variance is mainly attributable to employee costs anticipating an underspend of (£128k). This is due to superannuation costs being lower than budgeted and current staff vacancies. This is partially off-set by a reduction in income( £36k).The remaining (£11k) is due to small variances in the service. The Service will continue to monitor and review costs. Underspend is anticipated. People & Technology Citizens, Culture and Facilities Catering Services across WDC Although there is a small favourable variance against employee costs as a result of vacancies this has been offset by adverse variances against food purchases and kitchen equipment repairs and, particularly, 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. Employee turnover is ahead of budget together with an uplift in recharges None required. Favourable variance is anticipated. 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 Favourable variance Adverse variance Page 125
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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 January 2026 Budget Details Variance Analysis RAG Status Primary Schools 35,039 35,199 0 160 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Secondary Schools 35,877 35,940 124 (61) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Specialist Educational Provision 23,471 24,316 5 840 4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Early Education 19,319 19,473 0 153 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Education , Learning and Attainment The principal reason for the adverse variance is an overspend on employee costs (£130k) 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 (£94k). An underspend against the food provision budget (£26k) and childminding (£33k) and income from pre-entitlement hours (£8k) has reduced the overall adverse variance. none possible adverse variance 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 (£533k) as a result of payments to cover teacher absences.These overspends are offset by a number of underspends , the principal ones being gas/electricity (£211k), clothing grants (£55k) and non-teacher vacancies (£152k). none possible adverse variance This service area includes all Secondary Schools. Teacher cover costs are greater than anticipated (£182k) but there are a number of underspends , the principal ones being gas/electricity/NDR (£87k) , clothing grants (£46k) and non-teacher vacancies (£36k).In addition to greater school meal income (£82k) none necessary favourable variance This service area covers all ASN Services. This services area includes all Early Years establishments within West Dunbartonshire. The principal reason for the adverse variance is an overspend on employee costs - mainly APT&C following the recent job evaluation of grade 3 and 4 staff (£320k inc. backdating to August 2024 plus £16k for non-achievement of turnover ) and an overspend on transport recharges (£913k) due to a change in service delivery model. These overspends are partly offset by a projected underspend on out of authority placements (£430k) Steps have been taken to reduce taxi expenditure further, with discussions ongoing with external providers about transport of children attending those facilities. We have however taken on additional runs required for both Riverside School and St. Mary's Duntocher, which have increased our costs. Discussions are ongoing with Transport Services about internal recharges, due to the reduction in other services making use of Internal Transport adverse variance Page 126
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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 January 2026 Budget Details Variance Analysis RAG Status PPP 18,400 18,240 0 (161) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Education Development 2,539 2,505 100 (134) 4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (99) 2,575 0 99 -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,072) (884) 0 188 -18% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service area includes Vale of Leven, Clydebank High and St Peter the Apostle High Schools and St Eunan's Primary School. The costs charged to this service are Property costs and the Unitary charge. The favourable variance is due to underspends on gas/electricity. none necessary favourable variance Transport services across WDC. Transport Services is operated on behalf of services across the Council. An under recovery of 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. A cost pressure has been submitted to correct this for future budgets None available as cannot recharge out more than the service costs to run. Under recovery of income anticipated. This service includes spend in areas such as technician service, language programmes and senior phase programme. The favourable variance is due to underspends on employee costs none necessary favourable variance Roads and Neighbourhood This service provides crematorium services within the Council area Income from cremations is anticipated to be £194k less than budgeted partly due to a new crematorium recently opened in East Dunbartonshire. This budget is uncontrollable and may change throughout the year. The remaing (£5k) variance is due to small underspends in various areas. The Service will continue to monitor and review costs and reduce overspends as appropriate. Overspend anticipated. Page 127
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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 January 2026 Budget Details Variance Analysis RAG Status Waste Services 10,074 10,157 0 83 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Ground Maintenance & Street Cleaning 4,731 4,617 16 (130) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Working 4 U 2,039 1,958 110 (191) -9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Collection and Refuse disposal services Employee costs are anticipated to overspend by £144k mainly due to turnover not being met. Property Costs are overspending by £25K due to an increase in Pest Control visits required at Recycling Centres and an increase in Electricity costs due to Compactors at Recycling Centres. Transport Costs are currently overspending by £43K due to repairs and maintenance required on vehicles.The overspends are partially offset by an underspend in Supplies of £64k mainly due to anticipated reduction in the costs for tonnage in relation to waste collection and £71K additional Income manly due to Brown Bin Waste Permits. The remaining £5k 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. Provision of Working 4U Service. The underspend is mainly due to staffing. Partly due to 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. The remainder is due to current levels of vacancies. None Required Favourable variance anticipated. The Service will continue to monitor and review costs and reduce overspends as appropriate. An underspend is anticipated at the year end. Provision of grounds maintenance and street cleaning services. Employee costs are underspending by £207k mainly due to current levels of vacancies. Property costs are expected to overspend of £23k driven mainly by higher than anticipated water rates. Transport costs are anticipating to underspend overall due to lower costs for Hiring of Vehicles (£51k) and lower fuel costs (£55k), These underspends are partially offset by a projected overspend of £64k in Fleet Maintainance and £25k in leasing charges. Supplies and services are expected to overspend by £60k, mainly due to payments being made for tools and equipment,. The remaining variance of £27k is due to small overspends in various areas. Page 128
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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 January 2026 Budget Details Variance Analysis RAG Status Resettlement Services 0 (260) (260) (260) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Loan Charges 19,592 16,102 0 (3,490) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing and Employability Other 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 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. Page 129
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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 January 2026 Budget Details Variance Analysis RAG Status Suspense transfer to Reserves 0 (2,702) (2,702) 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 Revenue Support Grant (175,591) (176,208) 0 (617) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Non GAE Allocation (8,453) (7,803) 0 650 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Following a recent review, there is a reduction in the recharge of central support services to non GAE services. None Overspend anticipated This budget represents the recharge of central support services to non GAE services ie HRA and capital 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. This represents the funding from Scottish Government None Required Increase in earmarked reserve balance None Required Balance to be transferred to earmarked Reserves The main reason for this favourable variance is due to additional money received for expenditure already built into the budget. None Required A favourable variance is anticipated Page 130
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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 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 Intromissions 200,000 200,000 - 200,000 Build up of reserve to pay for future liability for historic child abuse cases (as agreed at Council october 2024) 5 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. 6 Regulatory - Underspend in 'design panel' budget for IDOX upgrade 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. 7 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. 8 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. 9 Business Support 220,000 220,000 - 220,000 Business Loans Scotland Income to be used for future business support activity over the next 2-3 years. 10 OD & Change Training Budget 8,773 8,773 - - 8,773 Funding allocated to meet defined training needs 11 Previous provision for equal pay/holiday pay 194,663 194,663 - 9,499 185,164 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. 12 Education recovery (ELT) 29,834 29,834 21,310 29,834 - Balance to be utilised in ASN in new academic year (post August 2025) to cover the cost of out of authority placements 13 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 Include 14 Ending Core curriculum charges 129,000 129,000 92,143 129,000 - Balance to be utilised for classroom materials (eg technical, home economics) in secondaries in new academic year (post August 2025) 15 Ukraine 78,000 (78,000) - - - Can be released in 2025/26 as teacher costs already covered by existing budgets 16 Removal of music instruction fees 30,000 30,000 21,429 30,000 - Balance to be utilised in new academic year (post August 2025) to expand opportunities for music education 17 Modern Apprentice 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. 18 Employability 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 continued support over a longer period of time. 19 Community Renewal Fund 9,220 9,220 - 9,220 The balance will be used to cover premises costs at the Levengrove Training Centre and aligns with the Community Renewal Fund priorities; to ensure the continued delivery of Project Search. A specialist employability programme for young people with autism and/or learning disabilities. Secure, appropriate, and fully‑equipped premises are essential for delivering the intensive, on‑site training, employer engagement, and workplace readiness activities that underpin the Project Search model. RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY EDUCATION ROADS & NEIGHBOURHOOD Page 131
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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 To be carried forward into 26/27 Description £ £ £ £ £ £ 20 Refugee Resettlement 499,255 499,255 - - 499,255 EMR to be used to cover resettlement costs in future years if there is a timing difference between expenditure and Scottish Government grant income. 21 Empty Home 150,000 150,000 - 150,000 EMR to be used to provide interest free or low interest loans to property owners to renovate or bring their empty properties back into use, for sale of rental. 22 CCTV Network Upgrade 21,000 21,000 - - 21,000 Contribution for the costs of the CCTV project. 23 Set up a an energy Household Energy Support Fund using £250,000 15,990 (3,425) 12,565 12,000 12,565 - Fund set up to support residents who require crisis support to ensure their properties remain heated. 24 Cost of Living 1: Enhancement to the Schools Summer Programmed. £100,000 per year for 4 years. 200,000 200,000 70,193 100,000 100,000 Balance from £100k to be used to cover holiday activities outwith summer period (as reported to Education Committee Sept 2025) 25 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. 85,633 (60,633) 25,000 25,000 To cover the cost and assist families just above to eligibility threshold for free school meals who have been unable to pay for a school meal. £50,401 released for 2026/27 budget. 26 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. 27 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 28 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. 29 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. 30 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 into 2026/27 to be used. 31 Transfer to Foodbank support fund 151,680 151,680 31,680 31,680 120,000 32 £12k over 4 years 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 assist with the provision of food parcels. 33 £12k over 4 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 assist with the provision of food parcels. 34 £12k over 4 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 assist with the provision of food parcels. 35 Flourishing Faifley 1,150 0 1,150 Cover the running costs of the group’s ceramics club, enabling it to remain low cost, promote social inclusion, and help alleviate some of the impacts of the cost of living crisis. 36 Bankie Talk 2,150 0 2,150 Providing revenue funding to ease financial pressures and allow them to focus on future proofing the service. 37 Whitecrook Community action Group 3,000 0 3,000 To support families who require assistance, we will provide food parcel service Whitecrook Community Action Group with £3000 to support the delivery of 200 family (two adults, two children) food parcels. 38 Glenhead Community Centre, Duntocher 7,000 0 7,000 Support towards the costs of refurbishment to create a low-cost soft play facility for families, including a dedicated sensory room. Providing support towards the cost of the works 39 Uncommitted Cost of Living 128,599 (128,599) 0 0 0 0 Uncommitted Cost of Living Fund. As agreed on 4 March 2026 released to balance the 2026/27 budget. TOTAL USE OF SERVICE RESERVES 2,774,210 1,472,863 4,233,773 484,616 1,050,543 3,196,530 HOUSING & EMPLOYABILITY COST OF LIVING Page 132
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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 To be carried forward into 26/27 Description £ £ £ £ £ £ 40 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. 41 Smoothing Fund 1,220,826 (16,000) 1,204,826 550,199 550,199 654,627 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. 42 Reduction in Strathclyde Pension Fund Employer Contribution 4,355,000 4,294,000 8,649,000 - 8,649,000 Build up of the SPFO saving to be used to balance the budget in future years as agreed in 2023/24. 43 2026/27 Budgeted use of reserves - 911,357 911,357 911,357 As agreed at the budget meeting on 4 March 2026 -reserves to be used to balance the 2026/27 budget TOTAL USE OF STRATEGIC RESERVES 6,168,826 6,381,357 12,550,183 1,143,199 1,550,199 10,999,984 TOTAL USE OF EARMARKED RESERVES 8,943,036 £7,854,220 16,783,956 1,627,815 2,600,742 14,196,514 STRATEGIC RESERVES Page 133
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 RECONCILIATION OF GENERAL FUND RESERVES Unearmarked Balance Earmarked Balance (further detail at Appendix 4) £(m) £(m) £(m) £(m) Balance on General Fund as at 31 March 2025 12.464 Earmarked as at 31 March 2025 8.943 Capital Grants and Receipts unapplied 0 Other Reserves (0.242) Transfer into VR/VS earmarked reserve 0.972 Closing General Fund Balance 12.222 Transfer in Intromissions EMR 0.200 Less Earmarked Balances (8.943) Transfer in Community Renewal Fund EMR 0.009 Unearmarked Balance as at 31 March 2025 (draft) 3.279 Transfer in Business Support EMR 0.220 Transfer in Employability EMR 0.442 Transfer from unearmarked to VR/VS EMR (0.220) Transfer in Energy Efficiency EMR 0.330 Release from EMR 0.078 Transfer in Developer contribution EMR 0.379 Transfer to EMR for 2026/27 budget (Agreed 4 March 2026) (0.716) Transfer in Empty Homes EMR 0.150 Transfer in/(out) to EMR (0.858) Allocation to pension smoothing reserve 4.294 Total transfer in EMR 6.996 Forecast favourable/(adverse) service outturn (0.311) Service use of reserves at as at 31 January 2026 (2.601) Forecast favourable/(adverse) non service outturn 2.840 Forecast favourable/(adverse) resources outturn 0.617 In year movement of EMR as at Period 10 4.395 Transfer to/(from) general reserves as at Period 10 3.146 Transfer to and from Reserves 0.858 Forecast unallocated Balance as at 31 March 2026 5.567 Earmarked Balance as at 31 March 2026 14.196 Prudential Target (2.5%) - agreed 4 March 2026 5.469 Forecast unallocated Balance Above/(Below) Prudential Target 0.098 Page 134
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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 4 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 Saving fully achieved in 2025/26 5 Charging for Pre application advice RR09 A Douglas 5 5 - Saving anticipated to be achieved 6 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - Saving anticipated to be achieved 7 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 8 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - Saving anticipated to be achieved 9 Registrars RR09 A Douglas 18 18 - Saving anticipated to be achieved 10 Building Standards A Douglas 10 10 - Saving anticipated to be achieved 11 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - Saving anticipated to be achieved 12 Remove Members’ Secretary RR04 A Douglas 22 22 - Saving anticipated to be achieved 13 Reduce Trading Standards team RR17 A Douglas 14 14 - Saving anticipated to be achieved 14 Reduce Records Management team RR18 A Douglas 14 14 - Saving anticipated to be achieved 15 Close Clydebank Registration Office RR19 A Douglas 8 8 - Saving anticipated to be achieved 16 Combine dog warden & pest control posts RR10 A Douglas 38 38 - Saving anticipated to be achieved 17 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - Saving anticipated to be achieved 18 Antonine wall RR12 A Douglas 27 27 - Saving anticipated to be achieved 19 Review environmental health RR13 A Douglas 35 35 - Saving anticipated to be achieved 20 Development planning & placemaking RR20 A Douglas 55 55 - Saving anticipated to be achieved 21 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - Saving anticipated to be achieved 22 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - Saving anticipated to be achieved 23 Increase events income CCF05 A Graham 8 8 - Saving anticipated to be achieved 24 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 135
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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 25 Reduce Highland Games Spend CCF01 A Graham 15 15 - Saving anticipated to be achieved 26 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - Saving anticipated to be achieved 27 Reduce Community Engagement Budget CCF11 A Graham 22 22 - Saving anticipated to be achieved 28 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - Saving anticipated to be achieved 29 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. 30 Remove telephone survey CCF13 A Graham 9 9 - Saving anticipated to be achieved 31 Performance and Strategy Budget Efficiencies CCF15 A Graham 9 9 - Saving anticipated to be achieved 32 Reduce design budget CCF16 A Graham 12 12 - Saving anticipated to be achieved 33 Electric Vehicle Charging RN13 G Macfarlane 11 11 - complete 34 School crossing patrollers - adhere to best practice RN01 G Macfarlane 25 25 - complete 35 Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - complete 36 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - complete 37 Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 15 15 - complete 38 Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 60 60 - complete 39 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. 40 Structural Patching RN23 G Macfarlane 50 50 - Complete 41 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. 42 Review Allotment charges RN03 G Macfarlane 5 5 - Complete, charges updated April 25 43 Special Uplift Charge RN26 G Macfarlane 22 22 - Complete, charges updated April 25 44 Stopping Saturday burials RN01 G Macfarlane 10 10 - Complete 45 Capitalise Play Park Fitter RN07 G Macfarlane 40 40 - Complete 46 Further replacement of hire vehicles RN09 G Macfarlane 171 171 - Vehicles have been procured and are expected to arrive late Summer 47 Reduce Working4U service by 50% HE02 G Macfarlane 206 206 - complete 48 School Crossing Patrollers -Retain 17 Crossing Patrollers RN17 G Macfarlane 23 23 - Underway, 2 locations still to be resolved 49 Review or remove provision of footway gritting - Cease Footway Gritting RN18 G Macfarlane 68 68 - complete 50 Close or reduce Dalmuir golf course - Close completely RN20 G Macfarlane 184 184 - Completed 51 Cease the Care of Gardens scheme RN21 G Macfarlane 143 143 - Complete 52 Review levels of street cleaning - Reduce by 2 staff RN22 (2025-26 option) G Macfarlane 26 26 - Complete 53 Review of park maintenance RN24 G Macfarlane 60 60 - Complete Page 136
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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 54 Remove open space maintenance on non council land RN28 G Macfarlane 20 20 - Complete 55 Review Event Support by Grounds Service RN29 G Macfarlane 15 15 - Complete. Costs will be recharged to event organisers 56 Road Network & Capital Management Reduction RN30 G Macfarlane 50 50 - Part complete, 0.6FTE reduction with further employee reduction being assessed 57 Review Winter Plan RN31 G Macfarlane 55 55 - Complete, Plan approved. 58 Reduce Grass Cutting RN35 G Macfarlane 150 150 - Complete 59 Review Footway Gritting Operational Method RN14 G Macfarlane 60 60 - Complete 60 Reduce Additional Management Time in Primary Schools EDU08 G Hamilton 152 152 - Saving anticipated to be achieved 61 Review the Communities team reducing the delivery of community based services CCF26 G Hamilton 15 15 - Saving anticipated to be achieved 62 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 63 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 64 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 65 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 66 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 67 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 68 Redesign Leadership in Children, Young People and Families Teams EDU25 G Hamilton 6 6 - Saving anticipated to be achieved 69 Reduce School Clothing Grant for primary school pupils to the statutory level (£120) EDU02 G Hamilton 64 64 - Saving anticipated to be achieved 70 Reduce Education Maintenance Allowance to statutory level EDU03 G Hamilton 75 75 - Saving anticipated to be achieved 71 Shared Head at two early learning centres (Clydebank and Whitecrook) EDU11 G Hamilton 31 31 - Saving anticipated to be achieved 72 Align funding for 1140 hours for 3 year olds with statutory guidance EDU14 G Hamilton 62 62 - Saving anticipated to be achieved 73 Reduce School Music Instructors EDU15 G Hamilton 30 30 - Saving anticipated to be achieved 74 Remove secondary school registration EDU20 G Hamilton 383 383 - Saving anticipated to be achieved 75 Reduce secondary school clerical staff EDU16 G Hamilton 80 80 - Saving anticipated to be achieved 76 Reduced Education Support (ELC) EDUC19 G Hamilton 27 27 - Saving anticipated to be achieved 77 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - Saving anticipated to be achieved 78 Historical Lease Review RES13 L Slavin 44 44 - Saving anticipated to be achieved 79 Remove one Council officer RES09 L Slavin 8 8 - Saving anticipated to be achieved 80 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - Complete 81 Reduce Corporate Debt team RES06 L Slavin 44 44 - Complete 82 Reduce number of caretakers RES08 L Slavin 24 - 24 Saving cannot be realised due to full salary recharge. 83 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - Saving anticipated to be achieved Page 137
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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 84 Review of Capital Programme RES06 L Slavin 66 66 - Saving anticipated to be achieved 85 Income Generation through Commercialisation RES09 L Slavin 15 15 - Saving anticipated to be achieved 86 Further asset rationalisation SDP04 L Slavin 99 99 - Saving anticipated to be achieved 87 External Consultancy Income SDP09 L Slavin 25 25 - Saving anticipated to be achieved 88 Review of charges for use of offices by external parties RES09 L Slavin 7 7 - Saving anticipated to be achieved 89 Historical lease review RES13 L Slavin 15 15 - Saving anticipated to be achieved 90 Reduce size of Building Services RES15 L Slavin 228 228 - Saving anticipated to be achieved 91 Review Asset Management team RES19 L Slavin 55 55 - Saving anticipated to be achieved 92 Reduce budget for temporary accommodation furniture HE03 P Barry 18 18 - Saving anticipated to be achieved 93 CCTV Service Reduction HE04 P Barry 31 31 - Saving anticipated to be achieved 94 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - Saving anticipated to be achieved 95 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - Saving anticipated to be achieved 96 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - Saving anticipated to be achieved 97 Remove counselling and physio PT10 V Rogers 9 9 - Saving anticipated to be achieved 98 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - Saving anticipated to be achieved 99 People & Change Team Restructure PT14 V Rogers 62 62 - Saving anticipated to be achieved 100 Organisational Development Reduction PT15 V Rogers 60 60 - Saving anticipated to be achieved 101 Outsource Print Room function PT18 V Rogers 25 25 - Saving anticipated to be achieved 102 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 138
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council: 25 March 2026 _________________________________________________________________ Subject: General Services Capital Budgetary Control Report 2025/26 to 31 January 2026 (Period 10) 1. Purpose 1.1 This report provides an update on the General Services capital financial performance to 31 January 2026. 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 9 projects detailed in Appendix 2 (Para 4.4). c) Note the reprofiling of 18 projects in Appendix 3 of (£8.178m) over the project life. 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 2027/28 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 7 as reported to Council on 17 December 2025. Exhibit 1: Revised Capital Budget as at 31 October 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 73.780 307.818 Updates reported to Council on 27 August, 29 October and 17 December plus adjustments for year-end carried forward balances 8.439 10.125 Reprofiling reported to Council on 27 August, 29 October and 17 December (14.429) 0 Revised Capital Budget as at Period 7 67.790 317.943 ITEM 11 Page 139
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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 9 projects currently showing as off-track, all of which are due to revised completion dates. • Project RES 4 (Community Success Capital Fund) is off track due to no active or pending requests for funding. • Project RES 5 (Community Sports Success) is off track due to no active or pending requests for funding. • Project RES 6 (Strathleven Place) is off track as it is dependent on the completion of a linked project that has not yet reached its required milestones. • Project RES 7 (New Sports Changing Facility Dumbarton West) is off track due to dependency on the adjacent housing development which has not progressed in line with the original programme. • Project RR 6 (Place Based Investment Programme) is off track due to a project development and tendering taking longer than anticipated. • Project RN 8 (Levelling Up Capacity Funding) is off track as the delivery of the LUF programme is taking longer than originally anticipated. • Project RN 20 (Balloch Mountain Bike Track) is off track due to identifying a suitable site to satisfy planning and ecological concerns. • Project RN 33 (Shared Prosperity Funding – Open Places) is off track as the contract award has been extended to September 2026. • Project EDUC 4 (Schools Estate Improvement Plan) is off track as spend being rephased to 2026/27 for Skills School and other relevant projects. 4.5 Appendix 3 highlights 18 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 10 assuming approval by Council of all recommendations contained within this report. Page 140
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Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 31 October 2025 67.790 317.943 New Funding – RR 13 Pride in Place Impact Fund (Para 4.8) 0.750 1.500 Changes agreed at December Council: Approved Review of Capital Programme (Para 4.9) (1.010) (6.829) Approved Gruggies Burn Flood Alleviation Scheme (Para 4.10) 0 29.672 Approved Political Savings with Capital Implications (Para 4.11) 0 0.453 Projects completed and removed (Para 4.12) 0 (4.153) Projects complete at 31 January 2026 (Para 4.13) (0.134) (2.060) Proposed revised Capital Budget as at Period 10 67.396 336.526 Reprofiling over project life (Appendix 3) (8.178) 0 Proposed revised Capital Budget as at Period 10 subject to Council Approval 59.218 336.526 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 £67.396m. Spend as at period 10 is £31.399m (53.02%) of the current forecast spend of £59.218m. 4.8 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: • New funding from Scottish Government for Pride in Place Impact Fund (RR 13) of £0.750m in 2025/26 with a further £0.750m in 2026/27. 4.9 Following the Review of West Dunbartonshire Councils Capital Programme paper approved at council on 17 December 2025 with one amendment per the motion, the below changes have been applied to the capital plan: • Projects removed (total £2.172m) o Legal Case Management System (RR 1) - £0.033m o Installation of Solar PV at Clydebank Leisure Centre (RR 2) - £0.057m o Leisure Energy Projects (RR 3) - £0.226m o Securing Sites to make safe (RR 11) - £0.030m o Waste Transfer Station (RN 17) - £1.821m o Kilmaronock Cemetery Extension (RN 22) - £0.005m • Projects with reduced budget allocation (total £1.899m) o Finance Ledger System (RES 11) - £0.200m o A813 Road Improvement Phase 1 (RN 9) - £0.121m o River Leven Flood Prevention Scheme (RN 12) - £0.420m Page 141
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o East End Park Resurfacing (RN 19) - £0.171m o Creation of 3 all new weather pitches (RN 23) - £0.799m o Development of Workforce Management System (P&T 4) - £0.188m • Projects with reduced recurring budget allocation (total £2.758m) o Regeneration/Local Economic Development (RR 4) - £1.233m o Public non-adopted paths and roads (RN 13) - £0.448m o ICT Modernisation HSCP (HSCP 2) - £0.850m o Community Alarm Upgrade (HSCP 3) - £0.227m 4.10 Following the Gruggies Burn Flood Alleviation Scheme paper approved at council on 17 December 2025 an additional £29.672m has been added to the capital plan in RN 11. 4.11 As agreed in the Finance Update paper taken to council on 17 December 2025 3 Political savings options were approved by members which had capital implications. These have been added to the capital plan in 2026/27. o CCTV Upgrade at Depots (RN 37) - £0.050m o Gully Motor Purchase (RN 38) - £0.275m o Purchase of 3 mini buses (added to RN 5 Vehicle Replacement) - £0.128m 4.12 Following the above adjustments, historic project life budgets for projects completed and removed have been applied which reduces project life by £3.559m. 4.13 Additionally the below projects have been completed at 31 January 2026: o Cost of Living (RES 3) o Hybrid Meetings Equipment (RR 12) o Vale of Leven Cemetery (RN 15) o East End Park Resurfacing (RN 19) o Digital Inclusion (EDUC 2) 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: Page 142
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(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: 10 March 2026 Person to Contact: Lynsey Dickson, Finance Business Partner 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 Capital Budgetary Control Report (P3) – Council 27 August 2025 Page 143
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Review of Hybrid Meetings of Council and Committees – Council 27 August 2025 Capital Budgetary Control Report (P5) – Council 29 October 2025 Capital Budgetary Control Report (P7) – Council 17 December 2025 Review of West Dunbartonshire Councils Capital Programme – Council 17 December 2025 Gruggies Burn Flood Alleviation Scheme – Council 17 December 2025 Financial Update – Council 17 December 2025 Wards Affected: All Wards Page 144
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West Dunbartonshire Council Appendix 1 General Services Capital 2025/26 Summary at Period 10 Project Life Budget Project Life Forecast Spend Project Life Variance On Track Off Track £'000 £'000 £'000 Resources 51,651 51,651 0 10 4 Regulatory and Regeneration 57,125 57,125 0 6 2 Roads and Neighbourhoods 149,455 149,455 0 31 2 Education 60,543 60,543 0 3 1 HSCP 8,220 8,220 0 3 0 People and Technology 9,532 9,532 0 5 0 Total 336,526 336,526 0 58 9 Page 145
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West Dunbartonshire Council Appendix 2 General Services Capital 2025/26 Projects that are Off Track at Period 10 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Resources RES 4 - Community Success Capital Fund 150 150 - 31/03/2026 31/03/2027 Resources RES 5 - Community Sports Success 250 250 - 31/03/2026 31/03/2027 Resources RES 6 - Strathleven Place (formerly part of Glencairn House project) 1,590 1,590 - 31/03/2026 31/03/2027 Resources RES 7 - New Sports Changing Facility Dumbarton West (Old OLSP site) 349 349 - 31/03/2026 31/03/2027 Regulatory and Regeneration RR 6 - Place Based Investment Programme 775 775 - 31/03/2026 31/03/2027 Regulatory and Regeneration RR 8 - Levelling Up Capacity Funding 160 160 - 31/03/2026 31/03/2027 Roads and Neighbourhood RN 20 - Balloch Mountain Bike Track 443 443 - 31/03/2026 31/03/2027 Roads and Neighbourhood RN 33 - Shared Prosperity Funding - Open Places 396 396 - 31/03/2026 31/08/2026 Education EDUC 4 - Schools Estate Improvement Plan 1,983 1,983 - 31/03/2026 31/03/2027 Project Name: Project - RES 4 - Community Success Capital Fund 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 - RES 5 - Community Sports Success 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 The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Source of Funding: n/a The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Source of Funding: Page 146
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Project Name: Project - RES 6 - Strathleven Place (formerly part of Glencairn House project) 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 - RES 7 - New Sports Changing Facility Dumbarton West (Old OLSP site) 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 - RR 6 - Place Based Investment Programme Project Manager: Magda Swider Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External grant funding from UK Government 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 Scottish Government funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Source of Funding: n/a Progress on this project has been delayed as it is dependent on the completion of a linked project that has not yet reached its required milestones. Key elements of the planned works cannot proceed until the preceding project is finalised, resulting in unavoidable slippage to the project’s delivery timeline. To ensure accurate financial planning and alignment with the revised programme, it is proposed that the associated budget be reprofiled into the next financial year. This reprofiling will allow expenditure to be matched to the updated schedule and will support efficient delivery once the prerequisite project is completed. Source of Funding: n/a Delivery of the sports changing facility has been delayed due to dependency on the adjacent housing development, which has not progressed in line with the original programme. The sequencing of works requires the housing development to reach specific construction stages before site access, utilities connections, and shared infrastructure can be finalised for the changing facility. As these prerequisite elements remain incomplete, the project cannot move into its planned construction phase. This has resulted in unavoidable slippage, and expenditure originally profiled for the current financial year will not be incurred as expected. It is therefore proposed that the budget for the sports changing facility be reprofiled into the next financial year to reflect the revised delivery timeline. This approach maintains alignment between project milestones and financial planning, ensuring that funding remains in place once the adjacent development has advanced sufficiently to allow works to proceed. Officers will continue to monitor progress on the housing development closely and will update the programme for the changing facility as soon as conditions permit. Project development and tendering taking longer than anticipated. Source of Funding: n/a Page 147
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Project Name: Project - RR 8 - Levelling Up Capacity Funding Project Manager: Magda Swider Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External grant funding from UK Government 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 Scottish Government funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 20 - Balloch Mountain Bike Track Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External match funding from Sportscotland n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2027 Sportscotland What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 33 - Shared Prosperity Funding - Open Places Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/08/2026 How was this project initially funded: Please Detail any additional funding: UK Shared Prosperity Capital Funding n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/08/2026 UK Shared Prosperity Capital Funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - EDUC 4 - Schools Estate Improvement Plan 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 Delivery of the LUF programme is taking longer than originally anticipated. This funding will be used towards the end o fthe LUF programme, or if any funding gap is identiified earlier. Source of Funding: n/a £802k requires rephasing to 26/27 to reflect anticipated expenditure on forthcoming programme priorities. Source of Funding: n/a n/a Difficulty identifying a suitable site that satisfied planning and ecological concerns has delayed project progress. Suitable site located and project to progress in 26/27. Source of Funding: n/a The Contract award extended to September 2026. Two projects planned, Westbridge End Project to upgarde community space including playpark with procurement contract awarded and work expected to start before end of March. Second project involves development of Allotment Site at Overburn Avenue for which work has gone out to tender amd awaiting bids. Source of Funding: Page 148
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West Dunbartonshire Council Appendix 3 General Services Capital 2025/26 Changes to Capital Plan and Implications at P10 Project - RES 4 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 Success Capital Fund 150 0 0 0 0 0 0 0 0 150 Community Success Capital Fund Revised 31/03/2026 31/03/2027 129 21 129 0 0 0 0 0 0 0 150 Explanation Project - RES 5 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 Sports Success 240 0 0 0 0 0 0 0 0 240 Community Sports Success Revised 31/03/2026 31/03/2027 231 9 231 0 0 0 0 0 0 0 240 Explanation Project - RES 6 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 Strathleven Place (formerly part of Glencairn House project) 1,590 0 0 0 0 0 0 0 0 1,590 Strathleven Place (formerly part of Glencairn House project) Revised 31/03/2026 31/03/2027 1,590 0 1,590 0 0 0 0 0 0 0 1,590 Explanation Project - RES 7 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 New Sports Changing Facility Dumbarton West (Old OLSP site) 340 0 0 0 0 0 0 0 0 340 New Sports Changing Facility Dumbarton West (Old OLSP site) Revised 31/03/2026 31/03/2027 340 0 340 340 Explanation Project - RES 10 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 Depot Rationalisation 31/03/2027 31/03/2027 1,779 4,386 0 0 0 0 0 0 0 6,165 Depot Rationalisation Revised 1,279 500 5,665 0 0 0 0 0 0 0 6,165 Explanation Project - RES 11 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 Finance Ledger System 31/03/2027 31/03/2027 430 335 765 Finance Ledger System Revised 218 212 553 765 Explanation Expenditure profile has changed due to current phase of implementation project being mainly information gathering. Expect costs to pickup as project moves into training and test phases which will occur during 26/27 financial year. The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. The allocation set aside for community groups to apply for remains uncommitted at this stage, as we currently have no active or pending requests for funding. Given the absence of demand in the current financial year, the budget is proposed to be reprofiled into 26/27. Reprofiling will ensure that the funding remains available and aligned with future community needs, allowing groups sufficient time to develop proposals and submit applications. This approach supports effective financial management by preventing underspend in the current year while safeguarding the resource for its intended purpose. The budget will continue to be monitored, and officers will engage with community organisations ahead of and into the 26/27 financial year. Progress on this project has been delayed as it is dependent on the completion of a linked project that has not yet reached its required milestones. Key elements of the planned works cannot proceed until the preceding project is finalised, resulting in unavoidable slippage to the project’s delivery timeline. To ensure accurate financial planning and alignment with the revised programme, it is proposed that the associated budget be reprofiled into the next financial year. This reprofiling will allow expenditure to be matched to the updated schedule and will support efficient delivery once the prerequisite project is completed. Delivery of the sports changing facility has been delayed due to dependency on the adjacent housing development, which has not progressed in line with the original programme. The sequencing of works requires the housing development to reach specific construction stages before site access, utilities connections, and shared infrastructure can be finalised for the changing facility. As these prerequisite elements remain incomplete, the project cannot move into its planned construction phase. This has resulted in unavoidable slippage, and expenditure originally profiled for the current financial year will not be incurred as expected. It is therefore proposed that the budget for the sports changing facility be reprofiled into the next financial year to reflect the revised delivery timeline. This approach maintains alignment between project milestones and financial planning, ensuring that funding remains in place once the adjacent development has advanced sufficiently to allow works to proceed. Officers will continue to monitor progress on the housing development closely and will update the programme for the changing facility as soon as conditions permit. There has been a delay in progressing the Depot Rationalisation Project Board activities, resulting in revised timescales for key project milestones. Page 149
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Project - RR 5 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund 31/03/2029 31/03/2029 200 1,074 1,670 880 3,824 Regeneration Fund Revised 150 50 1,074 1,820 880 0 0 0 0 0 3,824 Explanation Project - RR 6 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 Place Based Investment 31/03/2026 31/03/2027 775 0 0 0 775 Place Based Investment Revised 625 150 625 0 0 0 0 0 0 0 775 Explanation Project - RR 7 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 Fund 31/03/2026 31/03/2027 5,495 4,754 0 0 10,249 Levelling Up Fund Revised 1,116 4,379 5,870 0 0 0 0 0 0 0 10,249 Explanation Project - RR 8 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 Capacity Funding 160 0 0 0 0 0 0 0 0 160 Levelling Up Capacity Funding Revised 160 0 160 0 0 0 0 0 0 0 160 Explanation Project - RR 13 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 Pride in Place Impact Fund 750 750 0 0 0 0 0 0 0 1,500 Pride in Place Impact Fund Revised 750 0 1,500 0 0 0 0 0 0 0 1,500 Explanation Project - RN 5 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 Vehicle Replacement 31/03/2026 31/03/2026 4,975 1,168 1,040 1,027 1,027 1,027 1,027 1,027 1,027 13,345 Vehicle Replacement Revised -128 5,103 1,040 1,040 1,027 1,027 1,027 1,027 1,027 1,027 13,345 Explanation Project - RN 20 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 Balloch Mountain Bike Track 31/03/2026 31/03/2027 443 0 0 0 0 0 0 0 0 443 Balloch Mountain Bike Track Revised 428 15 428 0 0 0 0 0 0 0 443 Explanation £128k budget was approved at December 2025 Council for the purchase of 3 mini-buses with the budget added to 26/27. The buses will however be purchased before 31st March 2026, therefore budget required to be accelerared from 26/27 to fund purchase. Difficulty identifying a suitable site that satisfied planning and ecological concerns has delayed project progress. Suitable site located and project to progress in 26/27. Reprofiling relates to grant to an external partner taking longer than anticipated. Project development and tendering taking longer than anticipated. Project spend in Q3 and Q4 has been lower than originally anticipated due a delay in commencement of the landscaping works on site. Delivery of the LUF programme is taking longer than originally anticipated. This funding will be used towards the end of the LUF programme, or if any funding gap is identiified earlier. This is new external funding from UK Government, IRED Committee approval for spend/allocation expected to be obtained in February 2026, with projects developed and delivered in 26/27. Page 150
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Project - RN 23 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 31/03/2027 31/03/2027 100 1,304 0 0 0 0 0 0 0 1,404 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields Revised 50 50 1,354 0 0 0 0 0 0 0 1,404 Explanation Project - RN 33 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 Shared Prosperity Funding - Open Places 31/03/2026 30/09/2026 395 0 0 0 0 0 0 0 0 395 Shared Prosperity Funding - Open Places Revised 395 0 395 0 0 0 0 0 0 0 395 Explanation Project - EDUC 4 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 Schools Estate Improvement Plan 31/03/2026 31/03/2027 1,983 0 0 0 0 0 0 0 0 1,983 Schools Estate Improvement Plan Revised 802 1,181 802 0 0 0 0 0 0 0 1,983 Explanation Project - EDUC 5 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 31/03/2027 31/03/2027 3 1,239 0 0 0 0 0 0 0 1,242 Free School Meals Expansion Revised -48 51 1,191 0 0 0 0 0 0 0 1,242 Explanation Project - P&T 4 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 Development of Workforce Management System 31/03/2027 31/03/2027 93 17 0 0 0 0 0 0 0 110 Development of Workforce Management System Revised 91 2 108 0 0 0 0 0 0 0 110 Explanation Contract award extended to September 2026. Two projects planned, Westbridge End Project to upgarde community space including playpark with procurement contract awarded and work expected to start before end of March. Second project involves development of Allotment Site at Overburn Avenue for which work has gone out to tender amd awaiting bids. Tender has been issued for Argyll Park but not yet for Mountblow with discussions ongoing. It was previously anticipated that £50k would be spent on each of the two remaining sites at Argyll Park and Mountblow in 25/26, however with the dealy in tender issue for Mountblow, it is now expected only £50k will be spent on Argyll Park with £50k required to be rephased to 26/27 for project progression. £802k requires rephasing to 26/27 to reflect anticipated expenditure on forthcoming programme priorities. £91k required to be carried forward to 26/27 due to statutory and ICT priorities delaying implemenations. £48k budget required to be brought forward from 26/27 to 25/26 for the purchase of equipment which will support the progression of the Free School Meals expansion in 26/27. Page 151
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West Dunbartonshire Council Appendix 4 General Services Capital 2025/26 All Projects Approved at P10 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 4 Community Success Capital Fund 31 March 2026 31 March 2027 150 0 21 129 150 0 150 21 21 (129) RES 5 Community Sports Success 31 March 2026 31 March 2027 250 10 9 231 250 0 240 9 9 (231) RES 6 Strathleven Place (formerly part of Glencairn House project) 31 March 2026 31 March 2027 1,590 0 0 1,590 1,590 0 1,590 0 0 (1,590) RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2027 349 9 0 340 349 0 340 0 0 (340) 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 1,569 2,536 0 RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 669 1,586 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 500 5,665 8,500 0 1,779 191 500 (1,279) RES 11 Finance Ledger System 31 March 2027 31 March 2027 800 34 212 553 800 0 430 196 212 (218) 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 56 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 51,651 2,491 5,156 44,004 51,651 0 8,943 2,728 5,156 (3,787) RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 6,995 0 258 6,737 6,995 0 258 164 258 0 RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 50 3,774 10,931 0 200 0 50 (150) RR 6 Place Based Investment 31 March 2026 31 March 2026 2,175 1,401 150 625 2,175 0 775 0 150 (625) RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 4,379 5,870 22,100 0 5,495 3,385 4,379 (1,116) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2027 320 160 0 160 320 0 160 0 0 (160) RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 (30) 201 0 RR 10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 378 625 0 RR 13 Pride in Place Impact Fund 31 March 2026 31 March 2027 1,500 0 0 1,500 1,500 0 750 0 0 (750) Total Regulatory and Regeneration 57,125 21,450 5,663 30,012 57,125 0 8,464 3,896 5,663 (2,801) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 653 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 33 685 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 48 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,345 0 5,103 8,242 13,345 0 4,975 1,824 5,103 128 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 52 52 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,579 1,379 201 0 1,579 0 201 8 201 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 44,700 987 882 42,832 44,700 0 882 256 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 381 181 200 0 381 0 200 0 200 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 1,893 0 541 1,352 1,893 0 541 49 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 25 250 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 122 58 492 0 122 23 122 0 RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 1,413 0 376 1,037 1,413 0 376 241 376 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2027 450 7 15 428 450 0 443 4 15 (428) RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 123 242 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 1,450 47 50 1,354 1,450 0 100 0 50 (50) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 12,080 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 8 278 0 RN 27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 44 458 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 32 150 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 August 2026 396 0 0 396 396 0 396 0 0 (396) 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 RN 37 CCTV Upgrade at Depots 31 March 2027 31 March 2027 50 0 0 50 50 0 0 0 0 0 RN 38 Gully Motor Purchase 31 March 2027 31 March 2027 275 0 0 275 275 0 0 0 0 0 Total Roads and Neighbourhood 149,455 19,312 35,184 94,958 149,455 0 35,931 15,642 35,185 (746) EDUC 1 AV Equipment - Education 31 March 2030 31 March 2030 859 356 96 407 859 0 96 97 96 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 7,732 8,994 0 EDUC 4 Schools Estate Improvement Plan 31 March 2026 31 March 2027 21,904 19,921 1,181 802 21,904 0 1,983 (227) 1,181 (802) EDUC 5 Free School Meals Expansion 31 March 2026 31 March 2027 1,265 23 51 1,191 1,265 0 3 51 51 48 Total Education 60,543 45,067 10,322 5,154 60,543 0 11,076 7,653 10,322 (754) HSCP 1 Special Needs - Aids & Adaptations for HSCP clients 31 March 2026 31 March 2026 6,816 0 935 5,881 6,816 0 935 200 935 0 HSCP 2 ICT Modernisation HSCP 31 March 2026 31 March 2026 969 0 114 855 969 0 114 7 114 0 HSCP 3 Community Alarm upgrade 31 March 2026 31 March 2026 435 0 272 163 435 0 272 194 272 0 Total HSCP 8,220 0 1,321 6,899 8,220 0 1,321 402 1,321 0 In YearFull Project Life Page 152
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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 P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 578 4,001 4,579 0 578 527 578 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 415 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 135 226 0 P&T 4 Development of Workforce Management System 31 March 2027 31 March 2027 110 0 2 108 110 0 93 1 2 (91) P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,532 757 1,570 7,205 9,532 0 1,661 1,078 1,570 (91) Overall Total 336,526 89,078 59,216 188,231 336,526 0 67,396 31,399 59,218 (8,178) Page 153
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 25 March 2026 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 January 2026 (Period 10) 1. Purpose 1.1 The purpose of this report is to advise members of the 2025/26 Housing Revenue Account (HRA) revenue budget position on 31 January 2026 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Members are asked to: i. note the HRA is forecasting a 2025/26 surplus of £1.079m, a projected favourable variance (underspend) of £1.044m. ii. note the forecast 31 March 2026 HRA reserve position of £1.690m which is £0.530m 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 £1.079m, a reduction of £0.008m on the period 7 forecast surplus of £1.087m. The movement between BCR10 and BCR07 is summarised in Exhibit 1. The variance between BCR10 forecast and the 2025/26 budget is summarised in Exhibit 2. The key changes in the forecast over the last period are: Reduction in forecast employee costs due to tight controls on recruitment Increase in forecast income through the stringent application of the rechargeable repairs policy. A downward revision to forecast rental income following the latest review of income. ITEM 12 Page 155
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Exhibit 1 – Movement between Forecast at BCR10 and BCR07 Budget Heading Forecast BCR10 £m Forecast BCR07 £m Change £m Key Driver Employees 8.043 8.102 (0.059) Recruitment controls Property 1.523 1.533 (0.010) Transport 0.201 0.177 0.024 Increase in vehicle hire and employee related travel cost Supplies & Services 0.467 0.422 0.045 Increase in tenant participation cost and increase across general supplies and services Central Support 2.586 2.586 - Other Expenditure 0.371 0.384 (0.013) Repairs & Maintenance 12.477 12.545 (0.068) Increased rechargeable repair income Open Space Maintenance 0.664 0.664 - Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.125 1.120 0.005 Loan Charges 27.227 27.228 (0.001) HRA Expenditure 55.953 56.030 (0.077) HRA Income (57.032) (57.117) 0.085 Revision to forecast rental income HRA Surplus (1.079) (1.087) 0.008 Exhibit 2 - Forecast BCR07 compared to Budget 25/26 Budget Heading Forecast BCR10 £m Budget 2025/26 £m Variance £m Employees 8.043 7.855 0.188 Property 1.523 1.264 0.259 Transport 0.201 0.154 0.047 Supplies & Services 0.467 0.418 0.049 Central Support 2.586 2.584 0.002 Other Expenditure 0.371 0.420 (0.049) Repairs & Maintenance 12.477 12.173 0.304 Open Space Maintenance 0.664 0.908 (0.244) Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.125 0.831 0.294 Loan Charges 27.227 29.055 (1.828) HRA Expenditure 55.953 56.781 (0.828) HRA Income (57.032) (56.816) (0.216) HRA Surplus (1.079) (0.035) (1.044) Page 156
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4.2 The variances between forecast and budget are detailed below. Employee Costs - £0.188m Adverse. 4.3 The main employee cost pressures relate to employers’ national insurance contribution costs and a higher than budgeted 2025/26 pay settlement. 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 more than estimated. 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 cost pressure in 2025/26. Property Costs - £0.259m 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 2025/26 premium. This additional cost has been partly offset by underspends on electricity, gas, and rates. Repair and Maintenance - £0.304m Adverse. 4.8 The £12.173m HRA repair and maintenance budget is forecasting an overspend against budget. There continues to a high responsive and void repair demand with delivery costs forecast to be £1.142m over budget. A range of mitigations are in place to address the cost pressure including tighter controls on contractor use, the capitalisation of Electrical Installation Condition Report (EICR) spend that complements the environmental sensor programme, and the stringent application of the rechargeable repairs policy. Open Space Maintenance - £0.244m Favourable. 4.9 The favourable variance against the open space maintenance budget reflects the close working 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. Page 157
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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 - £0.294m 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 - £1.828m 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 Homes (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 158
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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 - £0.216m 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: 25 March 2026 Page 159
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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 160
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2025/26 PERIOD END DATE 31 January 2026 Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,855 6,704 8,043 188 2% Property Costs 1,264 1,240 1,523 259 20% Transport Costs 154 168 201 47 0% Supplies, Services And Admin 418 390 467 49 12% Support Services 2,584 2,155 2,586 2 0% Other Expenditure 420 309 371 (49) -12% Repairs & Maintenance 12,173 10,405 12,477 304 2% Open Space Maintenance 908 553 664 (244) -27% Bad Debt Provision 1,119 1,058 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 957 1,125 294 35% Loan Charges / CFCR 29,055 22,689 27,227 (1,828) -6% Total Expenditure 56,781 46,628 55,953 (828) -1% House Rental Income (55,961) (46,832) (56,198) (237) 0% Lockup Rental Income (232) (194) (233) (1) 0% Other Rental income (137) (115) (138) (1) 1% Factoring Income (448) (358) (429) 19 -4% Miscellaneous Income (38) (45) (34) 4 -11% Total Income (56,816) (47,544) (57,032) (216) 0% Net Expenditure (35) (916) (1,079) (1,044) Subjective Summary Forecast Variance 2025/26 Page 161
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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 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,043 188 2% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Property Costs 1,264 1,523 259 20% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description 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. Subjective Analysis Forecast Variance 2025/26 RAG Status 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 A year end overspend. Page 162
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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 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,435 262 2% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Open Space Maintenance 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 Subjective Analysis Forecast Variance 2025/26 RAG Status Variance Analysis Subjective Description Subjective Description 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 Variance Narrative 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 A year end underspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. 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. Page 163
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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 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,125 294 35% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges / CFCR 29,055 27,269 (1,786) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,198) (237) 0% Main Issues Mitigating Action Anticipated Outcome A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties. Variance Narrative 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 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. 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. Variance Analysis Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status 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. A year end underspend. 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 above budget. None. A year end over-recovery Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Income from the letting of housing stock to tenants and to the homeless service. Variance Narrative Page 164
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 25 March 2026 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 January 2026 (Period 10) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 January 2026. 2. Recommendations 2.1 Council is asked to: i) Note the position of the 2025/26 HRA capital budget and the HRA capital plan on 31 January 2026. ii) Note project life performance is monitored against a £345.311m project life expenditure estimate, an £80.378m project life income estimate and a £264.933m five-year borrowing requirement. iii) Note that eleven projects are forecast to deliver a total underspend of £9.249m 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 £10.477m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £38.780m. 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 £264.933m. A summary of the revised capital budgets is set out in Exhibit 1. ITEM 13 Page 165
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Exhibit 1: HRA Capital Estimates 2025/26 – 2029/30 Forecast BCR10 (£m) 2025/26 Budget (£m) Variance (£m) Project Life Forecast BCR10 (£m) Project Life Budget (£m) Other Capital 6.338 7.433 (1.095) 25.982 26.267 Component Replacement 13.450 20.881 (7.431) 86.762 93.567 Void 5.777 5.258 0.519 19.873 19.873 Structural & Environmental 1.942 3.762 (1.820) 16.689 17.320 Support Costs 3.100 3.100 - 17.155 17.155 More Homes 19.452 15.113 4.339 170.877 171.129 Total Expenditure 50.059 55.547 (5.488) 337.388 345.311 Total Income (11.279) (6.290) (4.989) (81.654) (80.378) Prudential Borrowing 38.780 49.257 (10.477) 255.684 264.933 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR10 Appendix 2 – HRA Capital Detail BCR10 4.2 The HRA capital summary report at Appendix 1 reports that: project life expenditure is forecast to be less than budget by £7.973m over the 5-year period of the capital plan. one project has forecast project life income of £1.276m more than the project budget consequently, prudential borrowing will be £9.249m 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 £50.059m, a £5.488m underspend against the revised 2025/26 budget. 2025/26 forecast income of £11.279m, a £4.989m over recovery against the revised 2025/26 budget. 2025/26 prudential borrowing forecast of £38.780m, £10.477m less than the revised budget for 2025/26. 4.4 Commentary on the 2025/26 variances above £50,000 are set out in Exhibit 2 below. Page 166
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Exhibit 2: Project Over / Underspends 2025/2026 as at BCR10 Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 1 Capitalised Minor Works 3.430 3.715 (0.285) Reduced contractors spend. 2 Environmental Sensors 1.200 2.000 (0.800) Underspend due to challenges getting access to properties 3 Targeted SHQS /EESSH compliance works 4.000 6.628 (2.628) 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 0.850 2.550 (1.700) 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 Component Renewals 3.914 4.985 (1.071) 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 0.100 0.594 (0.494) Health and safety works are being funded from the capitalised minor works budget. 9 Energy Improvements / Efficiency Works 0.000 0.058 (0.058) Works are being funded from the capitalised minor works budget. 10 Kitchen Upgrade 1.700 2.850 (1.150) Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. Page 167
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Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 11 Bathroom & Shower Replacement 0.750 0.800 (0.050) Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. 12 Void House Programme 5.777 5.258 0.519 Overspend due to mix of work requiring contactors in addition to in-house team. 13 Defective structures /component renewals 0.169 0.800 (0.631) Underspend projected as future blocks are pre- inspected for condition and re- prioritisation for completion if necessary. 14 Environmental Renewal - Paths & Environment 1.131 1.000 0.131 Overspend due to mix of work requiring contactors in addition to in-house team. Overspend will be re-profiled across future years. 15 Multi Storey Flat Strategy 0.400 1.720 (1.320) Revised projection based on timing of programme. 16 Demolition Programme 0.213 0.140 0.073 Revised projection based on timing of programme. 17 Clydebank East 0.300 0.250 0.050 Revised projection based on development project plan. 18 Pappert 0.875 0.730 0.145 Revised projection based on development project plan. 19 Gilmour Avenue 0.336 0.264 0.072 Revised projection based on development project plan 20 Willox Park Phase1 3.400 2.980 0.420 Revised projection based on development project plan. 21 Bank Street 1.300 1.500 (0.200) Revised projection based on development project plan. 22 Bonhill Gap Sites 5.145 1.600 3.545 Revised projection based on development project plan. 23 West Thomson Street 0.460 0.375 0.085 Revised projection based on development project plan. 24 Silverton 0.050 0.100 (0.050) Revised projection based on development project plan. 25 Queen Mary Avenue 2.000 0.800 1.200 Revised projection based on development project plan. Page 168
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Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 26 Dennystoun Forge 0.030 0.400 0.370 Revised projection based on development project plan. 27 Ottawa Crescent 0.400 0.250 0.150 Revised projection based on development project plan. 28 Future New Build & Related Regeneration Projects 0.000 0.550 (0.550) Revised projection based on development project plan. 29 Fees, Contingency 0.000 0.150 (0.150) Contingency released 30 Scottish Govt Buyback Grant (2.700) (0.550) (2.150) Revised projection based on the distribution of Scottish Government acquisition funding. 31 Bank Street Grant (0.950) (1.500) 0.550 Revised projection based on the application of the Strategic Local Programme 32 Bonhill Gap Sites Grant (3.360) (1.600) (1.760) Revised projection based on the application of the Strategic Local Programme 33 West Thomson Street Grant (0.450) (0.375) (0.075) Revised projection based on the application of the Strategic Local Programme 34 Ottawa Crescent (0.400) 0.000 (0.400) Revised projection based on the application of the Strategic Local Programme 35 Future new build sites & regeneration projects 0.000 (0.060) 0.060 Funding released to support accelerated projects 36 Other Grant (1.620) (0.406) (1.214) Additional Scottish Government Net Zero Funding awarded to fabric first energy efficiency works and additional Scottish Government grant to support capital works on properties allocated to the resettlement service 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. Page 169
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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. 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: 25 March 2026 Page 170
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Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR10 Appendix 2- HRA Capital Details BCR10 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 171
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Period 10 - 31 January 2026 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 25,982 (285) 8 - - - Major Component Replacement 93,567 86,762 (6,805) 11 - - - Void Capital 19,873 19,873 0 1 - - - Structural & Environmental 17,320 16,689 (631) 4 - - - Support Costs 17,155 17,155 0 1 - - - Affordable Housing Supply Programme 171,129 170,877 (252) 5 12 12 - Total Expenditure 345,311 337,338 (7,973) 30 12 12 - Total Income (80,378) (81,654) (1,276) 4 12 12 - Total 264,933 255,684 (9,249) Page 173
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All Approved HRA Capital Projects at Period 10 Appendix 2 Project Category 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 3,661 - 572 3,089 3,661 - 668 572 668 - OCE2 Capitalised Minor Works Rolling 12,623 - 2,491 9,847 12,338 (285) 3,715 2,491 3,430 (285) OCE3 Better Homes Priority Budget Rolling 1,175 - 33 1,142 1,175 - 275 33 275 - OCE4 Environmental Sensors Programme Rolling 7,897 - 974 6,923 7,897 - 2,000 974 1,200 (800) OCE5 Housing CCTV Installation Programme Rolling 750 - 692 58 750 - 750 692 750 - OCE6 QL Development Rolling 50 - 13 37 50 - 10 13 15 5 OCE7 Gypsy Travellers Site Rolling 15 - - 15 15 - 15 - - (15) OCE8 Airport Noise Rolling 96 - - 96 96 - - - - - Other Capital Expenditure 26,267 - 4,775 21,207 25,982 (285) 7,433 4,775 6,338 (1,095) MCR1 Targeted SHQS /EESSH compliance works Rolling 30,163 - 2,895 24,640 27,535 (2,628) 6,628 2,895 4,000 (2,628) MCR2 External Component Renewal - Roofs Rolling 13,204 - 844 10,660 11,504 (1,700) 2,550 844 850 (1,700) MCR3 Doors/Windows Component Renewals Rolling 23,190 - 3,272 18,847 22,119 (1,071) 4,985 3,272 3,914 (1,071) MCR4 External Stores / Garages / Bin Stores Rolling 247 - - 199 199 (48) 48 - - (48) MCR5 Secure entry component renewals Rolling 500 - - 400 400 (100) 100 - - (100) MCR6 Statutory / Regulatory Compliance Works Rolling 1,106 - 28 1,078 1,106 - 594 28 100 (494) MCR7 Heating Improvement Works Rolling 11,771 - 1,376 10,395 11,771 - 2,268 1,376 2,136 (132) MCR8 Energy Improvements / Energy Efficiency Works Rolling 297 - - 239 239 (58) 58 - - (58) MCR9 Kitchen Upgrade Rolling 10,089 - 1,471 7,468 8,939 (1,150) 2,850 1,471 1,700 (1,150) MCR10 Bathroom & Shower Replacement Rolling 3,000 - 607 2,343 2,950 (50) 800 607 750 (50) Major Component Replacement 93,567 - 10,493 76,269 86,762 (6,805) 20,881 10,493 13,450 (7,431) VOC1 Void House Strategy Programme Rolling 19,873 - - 19,873 19,873 - 5,258 - 5,777 519 - Void Capital 19,873 - - 19,873 19,873 - 5,258 - 5,777 519 STE1 Defective structures/component renewals Rolling 4,389 - 169 3,589 3,758 (631) 800 169 169 (631) STE2 Environmental Renewal - Paths & Environment Rolling 5,436 - 881 4,555 5,436 - 1,000 881 1,131 131 STE3 Asbestos Management Works Rolling 1,239 - 183 1,056 1,239 0 242 183 242 - STE4 Multi Storey Flat Strategy Rolling 6,256 - 159 6,097 6,256 - 1,720 159 400 (1,320) Structural & Environmental 17,320 - 1,392 15,297 16,689 (631) 3,762 1,392 1,942 (1,820) SUP1 Salaries / Central Support / Overhead Rolling 17,155 - 2,583 14,572 17,155 - 3,100 2,583 3,100 - Support Costs 17,155 - 2,583 14,572 17,155 - 3,100 2,583 3,100 - AHP1 Buy Backs Rolling 21,387 - 2,796 18,591 21,387 - 4,380 2,796 4,380 - AHP2 Demolition Programme Rolling 1,140 - 213 927 1,140 - 140 213 213 73 AHP3 Contingency Rolling 530 - - 428 428 (102) 102 - - (102) AHP4 Clydebank East Project 33,643 32,953 33,102 541 33,643 - 250 149 300 50 AHP5 Pappert Project 9,034 8,169 9,044 10- 9,034 - 730 875 875 145 AHP6 Mount Pleasant Project 5,357 4,900 5,283 74 5,357 - 382 383 383 1 AHP7 7-9 Gilmour Avenue Project 733 459 785 52- 733 - 264 326 326 62 AHP8 Willox Park Phase1 Project 5,531 1,951 4,910 621 5,531 - 2,980 2,959 3,400 420 AHP9 Willox Park Phase2 Project 5,355 - 4 5,351 5,355 - 100 4 130 30 AHP10 Bank Street Project 5,797 297 1,247 4,550 5,797 - 1,500 950 1,300 (200) AHP11 Bonhill Gap Sites Project 9,521 241 3,637 5,884 9,521 - 1,600 3,396 5,145 3,545 AHP12 West Thomson Street Project 15,642 1,017 1,390 14,252 15,642 - 375 373 460 85 AHP13 Silverton Project 2,889 29 29 2,860 2,889 - 100 - 50 (50) AHP14 Queen Mary Avenue Project 4,540 40 1,505 3,035 4,540 - 800 1,465 2,000 1,200 AHP15 Queens Quay Site C Project 7,231 31 31 7,200 7,231 - - - - - AHP16 Dennystoun Forge – New Build Project 4,129 59 59 4,070 4,129 - 400 - 30 (370) AHP17 28 Bridge Street Project 810 - 14 796 810 - 60 14 60 - AHP18 Ottawa Crescent Project 6,000 - - 6,000 6,000 - 250 - 400 150 AHP19 Future New Build & Related Regeneration Projects Rolling 31,030 - 31,030 31,030 - 550 - - (550) AHP20 Fees, Staffing Costs, contingency Rolling 830 - - 680 680 - 150 150 - - (150) Affordable Housing Supply Programme 171,129 50,146 64,049 106,828 170,877 (252) 15,113 13,903 19,452 4,339 Total Expenditure 345,311 50,146 83,292 254,046 337,338 (7,973) 55,547 33,146 50,059 (5,488) Full Project Life Page 174
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All Approved HRA Capital Projects at Period 10 Appendix 2 Full Project Life Project Category 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 (10,550) 0 (100) (10,450) (10,550) - (550) (100) (2,700) (2,150) CAPI2 Clydebank East Project (12,605) (12,605) (12,605) - (12,605) - - - - - CAPI3 Pappert Site Project (3,725) (3,475) (3,725) - (3,725) - (250) (250) (250) - CAPI4 Mount Pleasant Project (1,838) (1,838) (1,838) - (1,838) - - - - - CAPI5 7-9 Gilmour Avenue Project (311) (191) (191) (120) (311) - (120) - (120) - CAPI6 Willox Park Phase1 Project (1,644) (1,644) (1,644) - (1,644) - - - - - CAPI7 Willox Park Phase2 Project - - - - CAPI8 Bank Street Project (2,220) (258) (258) (1,962) (2,220) - (1,500) - (950) 550 CAPI9 Bonhill Gap Sites Project (3,748) (378) (378) (3,370) (3,748) - (1,600) - (3,360) (1,760) CAPI10 West Thomson Street Project (4,781) (966) (1,313) (3,468) (4,781) - (375) (347) (450) (75) CAPI11 Silverton Project (1,080) - - (1,080) (1,080) - - - - - CAPI12 Queen Mary Avenue Project (2,040) (140) (140) 1,900- (2,040) - - - - - CAPI13 Queens Quay Site C Project (4,814) (2,086) (2,014) (2,800) (4,814) - 72 72 72 - CAPI14 Dennystoun Forge – New Build Project (2,400) - - (2,400) (2,400) - - - 0 - CAPI15 28 Bridge Street Project - - 0 - CAPI16 Ottawa Crescent Project - - (400) (400) CAPI17 Future new build sites & related regeneration projects Rolling (24,711) - - (24,711) (24,711) - (60) - 0 60 CAPI18 Owners Recoveries Rolling (3,500) - (1,463) (2,037) (3,500) - (1,500) (1,463) (1,500) - CAPI19 Other Grant Rolling (406) - (841) (841) (1,682) (1,276) (406) (841) (1,620) (1,214) CAPI20 HRA Loan Repayments Rolling (5) - (1) (4) (5) - (1) (1) (1) - Total Income (80,378) (23,581) (26,511) (55,143) (81,654) (1,276) (6,290) (2,930) (11,279) (4,989) Prudential Borrowing Requirement 264,933 26,565 56,781 198,903 255,684 (9,249) 49,257 30,216 38,780 (10,477) Full Project Life In Year Page 175
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing West Dunbartonshire Council 25 March 2026 Subject:Crescent Court Lift; Information and Timeline 1 Purpose The purpose of this report is to provide Council with the information on events, timeline, challenges and learning in relation to the breakdown of the Crescent Court lift. 2 Recommendations 2.1 It is recommended that Council note the contents of this paper. 3 Background 3.1 The Council is responsible for the maintenance of approximately 80 lifts. Many of these are in multistorey buildings owned or factored by the Council’s Housing Department. 3.2 These blocks each contain two lifts. The most common structure, including at Crescent Court, is that one lift services all odd number floors and the other services all even floors. 3.3 The Council committed to substantial investment in renewal of lift equipment in the latter part of the 2000’s and these lifts and some of their core components are now approaching end of life. Ad-hoc repairs, renewals and replacement of components have taken place in the intervening years but the average age of much of the infrastructure is towards the end of its operational life. 3.4 On 4 August 2025 the Council’s lift maintenance contractor KONE, was called to attend the even lift at Crescent Court as the lift was operating but making excessive noise. The lift was put out of service and investigations were undertaken. It was determined the gearbox was failing and required it to be disassembled for further investigations to occur. It became apparent the lift would be out of service for an extended period of time given the failure of such a major component of the infrastructure, its age, and the ‘sealed’ nature of the gearbox. 3.5 By the end of August, following investigation and discussion with the contractor, it was agreed the most effective solution was to commission the manufacture of a new gearbox to replace the failed unit. Although repairing the existing gearbox remained a theoretical option, it would have required additional time for removal, inspection, and assessment, with no guarantee a ITEM 14 Page 177
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repair would be viable. Given the urgency of reinstating the lift and the likelihood the cost and timescale would be comparable to installing a new unit, the decision was taken to proceed with full replacement. A new gearbox was also expected to provide greater long-term reliability. 4 Main Issues 4.1 The instruction was received by KONE who provided terms and conditions for the supply of the new component and once agreed by the Craft Supervisor, they started on preparatory works. The first part was weighing the existing lift car in order to determine the exact specifications and capabilities required of a new gearbox. 4.2 Following this process, and with the manufacturing requirements set, the invoice for the first portion of the works was provided to the Council. However, the officer who was the primary contact for KONE and who had instructed the works had now left the Council. 4.3 While the maintenance and repair works undertaken by the contractor under the terms of their contract was invoiced in arrears, the manufacture of the new components required payment in advance of manufacture. 4.4 An invoice was sent to the Council’s Craft Supervisor’s email address after he left the organisation, the invoice was not known about by any other officer in the Council, and the delay was not picked up by another Council officer. 4.5 This communication breakdown caused the only major avoidable delay of the project. The timeline for delivery of a new gearbox was estimated at around 12 weeks and so no action was taken by any remaining officer of the Council as it was wrongly assumed the order was in progress. With two key posts responsible for the oversight of this contract vacant, no Council officer was aware that there was any problem. The only Officer aware that there was an invoice that required payment in advance had left the organisation and KONE took no action to make any other Council Officer aware of any issue. 4.6 KONE made us aware of an issue with invoicing in the last week in October, following contact from WDC requesting an update on the progress of the project. 4.7 KONE were tasked with immediately restarting works and reviewing timelines for production and installation. Unfortunately, it became apparent the initial 12 week timeline, was also impacted by the Christmas period shutdowns creating logistical challenges which would further delay completion of the project. Page 178
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4.8 New timelines were produced in the second and third week of December 2025 following an update from KONE’s supplier on the shipping date of component parts. This final timeline proved to be accurate and the works were completed on 13 February 2026. 4.9 The only significant avoidable delay resulted from inadequate contract management and insufficient Council staffing to oversee and track the project as set out in paragraph 4.4 above. By August 2025, the senior Coordinator post had been vacant for over 18 months, and the subsequent departure of the relevant officer left no dedicated staff to manage the work, increasing the risk of service failures. Both roles were filled in early January 2026. While staff turnover cannot be prevented, stronger arrangements for continuity and handover have been put in place to avoid similar issues in future. 4.10 Although the gearbox could have failed at any point, the age of the equipment was a significant factor in both the failure itself and the Council’s limited ability to restore the lift quickly. While the Housing service aims to renew assets only when necessary, the critical role of lifts and the lengthy timescales involved in replacing major components have prompted a full review of lift condition across the high-rise stock. This review will inform a planned investment in lift cars and other essential equipment to improve reliability and reduce the risk of prolonged unplanned outages in future. 4.11 Whilst not a contributor to any of the delays in this instance, the lift protocol document, (the inter-departmental action plan to follow in case of failure of a lift) has been reviewed which updates roles/duty holders and recirculated in various forums over and above those who are responsible for undertaking tasks on this document. 4.12 While this failure was unforeseen and the contract should have been managed better, the issue has served to highlight the wider issues associated with lift infrastructure at high rise flats owned or operated by West Dunbartonshire Council’s Building Services/Housing teams. Efforts have been made to avoid, reduce or mitigate any future events with faster reactions, better forward planning and maintaining appropriate resources and continuity to deal with issues as they arise. 5. Options Appraisal 5.1 There are no options to present in relation to this paper. 6. People Implications 6.1 There are no people implications to present in relation to this paper, other than the staffing issues already mentioned and resolved. 7. Financial and Procurement Implications 7.1 There are financial and procurement implications related to the ongoing maintenance and continued renewal of the lift infrastructure, however these are not the subject of this paper. Page 179
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8. Risk Analysis 8.1 While the age of the lift infrastructure presents ongoing service risks, these matters fall out with the scope of this paper. 9. Equalities Impact Assessment (EIA) 9.1 While there are equalities issues related to the function of lift infrastructure, these matters fall out with the scope of this paper. 10. Environmental Sustainability 10.1 There are sustainability implications to present in relation to this paper. 11. Consultation 11.1 There are no consultation requirements in relation to this paper. 12. Strategic Assessment 12.1 There is no strategic assessment to be made in relation to this paper. Chief Officer: Peter Barry Service Area: Housing Date: 06 March 2026 _____________________________________________________________ Person to Contact: Craig Wilson Building Services Manager craig.wilson@west-dunbarton.gov.uk Appendix: 1. Timeline of Events Background Papers: None Wards Affected: All Page 180
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1 Appendix – Timeline of events Date Key Points in Timeline Tennant Issued Communications Notes 30/07/2025 General repairs and notes made on issues with ropes and doors. 04/08/2025 Lift is put out of service Call out as lift is operating but very noisy, the lift is isolated and gearbox disassembled to find cause of issue. 05/08/2025 Text issued to residents advising lift out of service Wider team notified that lift is off and likely to be long term. 12/08/2025 Service notes that the lift is off and is awaiting feedback from KONE but lift is likely to be off for a prolonged period. 18/08/2025 KONE noted as still trying to determine if Gearbox is fixable Service notes KONE were on site on Friday trying to determine if the gearbox is repairable. A meeting is planned for the coming Thursday to evaluate options. Councillor Lennie emailed requesting update on lift repair. 19/08/2025 Service provides update to Cllr Lennie. 20/08/2025 Service provides update to Members Secretary on situation for circulation. 21/08/2025 Service notes that Sassi (gearbox manufacturing company) have not come back with priced options yet, planned meeting is deferred. 26/08/2025 Order is raised for removal of gearbox Service calls Councillor Lennie with update on situation. Page 181
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27/08/2025 Cost and Timescale of replacement become known. Costs and timescales for replacement are highlighted, decision required on course of action. 28/08/2025 Order is raised and sent to KONE for new Gearbox Kone Text issued to all residents advising lift likely to continue to be out of service for some time. Service raises purchase order for new gearbox. Service provides updates to Members Sec. and others. Kone’s representative notes that they will weigh the lift car ASAP so that the correct replacement gearbox can be ordered. Letter to residents further clarified that the contractor was working to resolve, provided Housing Operations contact details and apologising for inconvenience. 29/08/2025 Letter hand delivered to all residents advising new gearbox required Posters were also placed in foyer of building, these were checked daily on-site and replaced as required. Regular contact maintained with multiple residents throughout lift outage providing assistance as and when required. The letter to residents further advised that the works would take approximately 13 weeks to complete. Also advised replacing components such as ropes whilst out of service, apologised for inconvenience and provided Housing Operations contact details. 02/09/2025 KONE note that car weighing has been scheduled Service accepts KONE's terms and conditions and updates internal team. Page 182
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03/09/2025 Walk about with TRA, no issues raised by TRA 04/09/2025 Car is weighed 19/09/2025 Text issued to all residents advising lift continues to be out of service an apologising for inconvenience. 25/09/2025 Other (Odd) lift fails for a number of hours 2nd lift down, text issued to advise and again when back in service. Housing Ops met with KONE and Councillor Lennie. Neighbourhood Team also attended to provide assistance to residents and HSCP notified out both lifts being out of service. 26/09/2025 Key Building Services resource leaves WDC from Contracts Team Text issued to all residents advising lift continues to be out of service an apologising for inconvenience Housing Ops contact a relevant officer to have raised at Better Homes Board 30/09/25. 01/10/2025 An officer responsible for managing assets provided info on lift ages to the internal team working on the project. 03/10/2025 Text issued to all residents advising lift continues to be out of service and apologising for inconvenience 20/10/2025 Councillor Lennie asks for an update on progress. Contracts section requests update of KONE 21/10/2025 KONE provides a holding response 22/10/2025 Contracts section chases KONE for response 23/10/2025 Contracts section chases Kone for response Raised at WDTRO, advised expected completion by end of November Page 183
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27/10/2025 It becomes apparent through this week that KONE have not placed an order for the gearbox Contracts section speaks to KONE representative on phone As the invoice has not been paid, manufacture had not begun. Options to accelerate manufacture or instigate temporary repairs to existing gearbox were reconsidered. Indication is made that we still require 8-10 weeks to manufacture and 2 weeks to install. Some details are lost due to communication occurring on phone rather than by email. 29/10/2025 Text issued to all residents advising lift continues to be out of service an apologising for inconvenience Contracts section chases KONE for response 31/10/2025 Text issued to all residents advising lift continues to be out of service an apologising for inconvenience Contracts section speaks to multiple Kone representatives by phone 03/11/2025 Contracts section speaks to KONE representative phone 04/11/2025 Contracts section speaks to KONE representative by phone KONE contact Contracts to note that payment for the order is outstanding. 05/11/2025 Contracts section speaks to KONE representative. 06/11/2025 Letter hand delivered to all residents advising of delay The letter to residents further advises that the repair is likely to be complete mid-January. Apologised for inconvenience and provided contact details for Housing Operations Page 184
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07/11/2025 Text issued to all residents, follow up to letter advising the part in production and lift expected to operational by mid- January Contracts section contacts KONE to request weekly check on the odd lift. 10/11/2025 Service meets with KONE 12/11/2025 KONE confirm weekly visual checks of odd lift will start tomorrow. Text issued to all residents - confirming KONE attending 13/11/25 14/11/2025 Text issued to all residents advising part in production, inspection of odd lift carried out and weekly visual inspection will be carried out 19/11/2025 KONE provide report on condition and age of odd lift. 21/11/2025 Text issued to all residents advising no issues noted at odd lift inspection, still working towards mid- January completion. 27/11/2025 KONE provided updated estimate of timeline. Service introduced to Project Manager from KONE who suggest mid- January is a realistic timeframe for works. 28/11/2025 Text issued to all residents advising still working towards mid- January completion. 02/12/2025 KONE as yet unable to provide a detailed timeline for completion. KONE confirmed they are still awaiting a confirmed shipping date for the materials, highlighting that this is not basic parts but an engineered machine Page 185
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and associated equipment which is in manufacture. 05/12/2025 Text issued to all residents advising still working towards mid- January completion 10/12/2025 KONE provide further detail on timelines and constraints. KONE provide update on timeline and notify of delay. 11/12/2025 Contracts section seeks further detail on timeline and causes of delay. 12/12/2025 Text issued to all residents advising of update to timings. The text to residents further advises that Council working with KONE to confirm a programme for installation and this will be provided to all residents once received. Re-iterated Housing Operations contact details and apologised of ongoing inconvenience. 17/12/2025 KONE provide timeline to the completion of the works. KONE provide more detailed programme. 18/12/2025 3rd letter issued to all residents with repair timeline, advising works due to commence 19 January and complete by 11 February 19/12/2025 Text issued to all residents following letter confirming KONE due onsite 19 January and reiterated Housing Operations contact details Page 186
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20/12/2025 Odd lift is briefly out of service in the morning. 23/12/2025 Text issued to all residents Text to residents further advised that visual inspections will continue over festive period and providing Out of Hours Emergency contact details during office closures 31/12/2025 Text issued to all residents Text to residents further advised that visual inspections will continue over festive period and providing Out of Hours Emergency contact details during office closures 07/01/2026 KONE confirm they are still on plan of timeline provided on 17th Dec KONE confirm works still on timeline. 09/01/2026 Text issued to all residents Text to residents advised that works due to commence 19 January, visual inspections continuing and reiterating Housing Operations contact details. 16/01/2026 Text issued to all residents Text to residents advised works due to commence 19 January, visual inspections continuing and reiterating Housing Operations contact details. 25/01/2026 Text issued to all residents Text to residents confirmed KONE have been onsite, part is due week commencing 26 January and apologising for noise created during works. 30/01/2026 Text issued to all residents Text to residents confirmed works ongoing and advising minor repairs also carried out to odd lift whilst onsite. 02/02/2026 Site works are instigated for the replacement of the gearbox Page 187
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09/02/2026 Text issued to all residents confirming works due to be completed this week 13/02/2026 Works complete and lift is put back into operation 13/02/20256 Text issued to all residents confirming works complete and lift operational _____________________________________________________________ Person to Contact: Craig Wilson Building Services Manager craig.wilson@west-dunbarton.gov.uk Page 188
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 25 March 2026 ___________________________________________________________________ Subject: Council response to The Future of Council Tax in Scotland Consultation 1. Purpose 1.1 The purpose of this report is to provide members with the Council’s response to the Scottish Governments consultation on the Future of Council Tax in Scotland. 2. Recommendations 2.1 It is recommended members note the contents of the report and the consultation response at appendix 1. 3. Background 3.1 Council Tax has not been fundamentally changed or updated since its introduction over 30 years ago. As property values and local demographics have changed, there is a view that Council Tax needs to be updated to reflect the changes. 3.2 The Scottish Government consultation set out a range of options for how Council Tax system in Scotland could be updated and improved. 3.3 Council Tax is a local tax on domestic properties and is paid by most households, with over 2.5 million dwellings in Scotland and over 46,000 domestic properties in West Dunbartonshire. 4. Main Issues 4.1 The consultation opened on 17th October 2026 with responses to be submitted by 30th January 2026. Unfortunately due to the timetable for papers for Council meeting in December and several conflicting priorities, it was not possible to present a draft submission at that Council meeting. 4.2 The Council’s protocol for external consultations states if the consultation is technical or operational, and not politically controversial, then a response on behalf of the Council can be prepared by officers acting under delegated powers. Exceptions are where this would represent a departure from Council policy or procedure or would be contrary to a standing instruction of Council or committee or would represent a significant development of policy of procedure or relates to a matter which is political in the sense of differing political parties ITEM 15 Page 189
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having a clearly different position on the issue. Officers may choose to consult the Leader or their Service Spokesperson or Convener regarding the issue of whether such a consultation is political or the terms of its response. However the decision on what goes into the response is for the officer. 4.3 The protocols also state where there is insufficient time to get the consultation paper or response to Council or committee then officers could respond on behalf of the Council using the urgency power contained in Standing Order 35b(iv) subject to reporting this to the next Council or committee. It would however be advisable to get as much democratic input to help finalise a response. This could be achieved through a number of routes including (a) include the consultation document in the Members’ bulletin and invite comments from Members with a final consultation with the Leader and Leader of the Opposition on the response; (b) recommend to Council or committee that it makes provision for a working group to deal with such consultation papers, comprising the relevant Service Spokesperson, Shadow Spokesperson and Strategic Director; (c) submit an officer’s response, with the Groups doing their own thing. The Administration could of course endorse the officer’s response. 4.4 Following a review of the protocols, the draft submission was shared with the Leader of the Council and the Leader of the Opposition. It was agreed that this could be submitted as an officers response and that members could submit their own individual or party response to the consultation. 4.5 A further report will be brought to Council when the Scottish Government publish the outcome of the consultation and the next steps of the process. 5. People Implications 5.1 There are no people implications. 6. Financial & Procurement Implications 6.1 There are no financial or procurement implications at this stage of the consultation. 7. Risk Analysis 7.1 None 8. Equalities Impact Assessment (EIA) 8.1 An equalities screening carried out did not identify any equality considerations. Page 190
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9. Consultation 9.1 The views Legal Services have been requested on this report and have advised there are no issues. 10. Strategic Assessment 10.1 Sound financial practice and budgetary control are imperative to assist with the governance of the Council and supports officers of the Council in achieving the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. …………………………………………… Laurence Slavin Chief Officer - Resources Date: 23 February 2026 Person to Contact: Ryan Chalmers, Section Head, Church Street, Dumbarton. Email: ryan.chalmers@west- dunbarton.gov.uk Appendices: Appendix 1 - The Future of Council Tax Scotland submission Background Papers: None Wards Affected: All Council wards. Page 191
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Response ID ANON-N4UP-4A7Y-C Submitted to The Future of Council Tax in Scotland Submitted on 2026-01-20 08:29:47 Council tax system 1 Do you think the current council tax system in Scotland needs to be reformed? Yes 2 Do you think property values used to calculate council tax should be updated to reflect current market values, instead of using 1991 values (i.e. should there be a revaluation of every property in Scotland)? Yes 3 How often do you think property values should be reviewed and updated for council tax purposes? Every 5 years If other, please specify in the text box below: 4 Following a revaluation, do you think council tax band property value thresholds should be set at a national level or vary by council area? Thresholds should be set nationally to be the same across all council areas 5 Which of the following is most important to you in the design of council tax bands? Ensuring tax rises between bands are gradual and predictable (differentiation) If other, please specify in the text box below: Designing a new council tax system 6 Which of the potential council tax systems do you most support? Revalued 12-band (differentiated) system 7 Which of the potential council tax systems set out in question 6 do you least support? Revaluation with 8 existing bands Transition, phasing and support schemes 8 Do you support the establishment of a transitional relief scheme to limit how much a household’s council tax bill can increase each year following reform? Yes 9 Which transitional relief scheme would you prefer? Other, please specify below If other, please specify in the free text box below:: Increase by one band per year until reach revised band. Any decrease in bands should be immediate. 10 Do you support the establishment of a council tax deferral scheme for homeowners? No 11 In your view, who should be eligible to receive support from a council tax deferral scheme? If other, please specify in the text box below: 12 Should households who defer payment pay interest on the amount deferred? Yes 13 Do you think the Council Tax Reduction scheme should be expanded to support more households following any reform? Appendix 1 Page 193
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Yes 14 Which changes to the Council Tax Reduction scheme would you support? Other, please specify below If other, please specify in the text box below: Increase earnings and capital disregard, review childcare costs levels and reducing taper to increase support. This would increase the cost of the Council Tax Reduction scheme however the changes are necessary to the need of local tax payers. Other comments 15 Do you have any information you wish to share that has not already been discussed in the paper on the impact of council tax reform on any of the following: Please add any comments in the box below: • A 12-band differentiated system introduces smaller increases in tax between bands to reduce the large jumps in between tax bands, reduces the tax rate for lower value properties and increases the rate for higher value properties. As such it is more aligned to ability to pay. As West Dunbartonshire Council has approximately 70% of properties in bands A to C, it would be unacceptable to be financially impacted as result of the re-banding with reductions in tax rate for lower valued properties. If re-banding results in reductions in estimated Council Tax income, the distribution model would need to be reviewed. • In addition to the introduction of higher bands there should also be a consideration of redistribution of the additional income generated from those higher bands to ensure the additional revenue generated nationally is distributed on a needs-based approach. As it stands the distribution model does not recognise that areas of higher deprivation tend to generate lower collection yields while having greater demand for public services. While it is recognised Council Tax is fundamentally a local tax, the current model is not ensuring taxation revenue is being distributed on the basis of need 16 Please provide any other comments or views on the consultation themes or council tax reform that you have not been able to share above. Please provide your comments in the text box below: There should be redistribution of the additional income generated from increased charges applied to second homes and long-term empty properties. Increasing the charges allows Councils with higher number of these properties to increase income however often these taxpayers do not access the services funded. Therefore the additonal income should be ringfenced and an incresase applied as a legislative requirement rather than local decision. The 25% single person discount (SPD) should be replaced with an ability to pay scheme (already exists within the Council Tax Reduction (CTR) scheme). i.e. someone in receipt of full CTR and SPD, with the removal of SPD, the CTR would increase to cover the 25% SPD and the same would apply on percentage basis for those in receipt of partial CTR. Levels of water and sewerage reduction should be increased to those in receipt of CTR. Councils in more deprived areas have a higher level of CTR and residents are required to pay water and sewerage charges leading to further hardship. Those on full CTR should not have to pay water and sewerage charges. Therefore Water and Sewerage Reduction scheme should mirror the CTR scheme and award up to 100% relief. Finally, there is nothing in consultation on the impact of increased bandings on water and sewerage. For example, if they are to be linked to current bands: are they going to be set with the new banding structure, and if so, how is the additional revenue going to be accounted for. About you What is your name? Name: Laurence Slavin Are you responding as an individual or an organisation? Organisation What is your organisation? Organisation: West Dunbartonshire Council Further information about your organisation's response Please add any additional context: The response was shared with the leader of the Council, Leader of the Opposition Party and Chief Executive. Page 194
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For individual respondents, please tell us which local authority area(s) you live in?For organisational respondents, please tell us which local authority area(s) your organisation operates in? Council Area: If you pay council tax, please indicate which council tax band(s) apply to the property (or properties) for which you pay council tax? Not Answered The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response only (without name) Do you consent to Scottish Government contacting you again in relation to this consultation exercise? Yes What is your email address? Email: laurence.slavin@west-dunbarton.gov.uk Where did you hear about this consultation? Scottish Government website If other, please say where:: Evaluation How satisfied were you with this consultation? Slightly dissatisfied Please enter comments here.: The boxes for freetype answers were too restrictive in terms of character limits. How would you rate your satisfaction with using this platform (Citizen Space) to respond to this consultation? Slightly satisfied Please enter comments here.: Page 195