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West Dunbartonshire Council · 5 March 2025
Back to West Dunbartonshire Council — 5 March 2025 and its agenda
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Agenda West Dunbartonshire Council Date: Wednesday, 5 March 2025 ___________________________________________________________________ Time: 16:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Carol-Ann Burns, Senior Democratic Services Officer Email: carol-ann.burns@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of West Dunbartonshire Council as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Provost Karen Murray Conaghan Councillor June McKay Councillor James Bollan Councillor John Millar Councillor Ian Dickson Councillor Lawrence O’Neill Councillor Diane Docherty Councillor Lauren Oxley Councillor Fiona Hennebry Councillor Chris Pollock Councillor Gurpreet Singh Johal Councillor Martin Rooney Councillor Daniel Lennie Councillor William Rooney Councillor David McBride Councillor Gordon Scanlan Councillor Jonathan McColl Councillor Hazel Sorrell Councillor James McElhill Councillor Clare Steel Councillor Michelle McGinty Councillor Sophie Traynor Chief Executive Chief Officers Date of issue: 20 February 2025 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Page 2
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WEST DUNBARTONSHIRE COUNCIL WEDNESDAY, 5 MARCH 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Council is asked to agree that all votes taken during the meeting will be carried out by roll call vote to ensure an accurate record. 5 OPEN FORUM The Council is asked to note that no open forum questions have been submitted by members of the public. 6 GENERAL SERVICES BUDGET SETTING 2025/26 5 – 423 AND 2026/27 TO 2029/30 BUDGET ESTIMATES Submit report by the Chief Officer – Resources. (a) summarising the key issues relating to the revenue budget estimates and setting of Council Tax for 2025/26 and the Council’s capital plan, and providing budget estimates for 2026/27 to 2029/30; and (b) seeking approval to set the General Services revenue and capital budgets for 2025/26 through approval of options to close the 2025/26 revenue budget gap. 7/ Page 3
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7 CAPITAL STRATEGY 2025/26 TO 2034/35 425 – 458 Submit report by the Chief Officer – Resources seeking approval of the Council's Capital Strategy for the period 2025/26 to 2034/35. 8 CHARGING POLICY FOR NON-RESIDENTIAL CARE 459 – 527 SERVICES 2025/2026 Submit report by the Chief Officer – Health & Social Care Partnership providing an overview of the proposed changes to West Dunbartonshire Council’s Charging Policy for Non-Residential Care Services 2025/2026 for consideration and approval. 9 HOUSING REVENUE ACCOUNT (HRA), HOUSING 529 – 548 CAPITAL INVESTMENT PROGRAMME, REVENUE BUDGET, AND RENT LEVELS FOR 2025/26 Submit report by the Chief Officer – Housing and Employability seeking approval of the proposed HRA capital investment programme and the HRA revenue budget for 2025/26 and agreement of the level of weekly rent increase for 2025/26. 10 NOTICE OF MOTION Note: Council will require to suspend Standing Order 20(a) to allow consideration of the following motion. (a) Motion by Councillor Jim Bollan – Fire & Rehire Council agrees the Fire & Rehire document recently sent to employees breaches the Scottish Government & our own Council's "Fair Work Statement" and should be abolished immediately. The trades unions advised management they could not support this position. Many Council workers are in fear of losing their job after receiving the recent communication from WDC and the Unions have been inundated with enquiries from worried and concerned employees. Pausing the Fire & Rehire proposal is insufficient, and it should be abolished immediately. Page 4
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 5 March 2025 Subject: General Services Budget Setting 2025/26 and 2026/27 – 2029/30 Budget Estimates 1. PURPOSE 1.1 This report summarises the key issues relating to the revenue budget estimates and setting of Council Tax for 2025/26 and the Council’s capital plan. It also provides budget estimates for 2026/27 to 2029/30. 1.2 To seek Members approval of the General Services revenue and capital budgets for 2025/26 through approval of options to close the 2025/26 revenue budget gap. 2. RECOMMENDATIONS 2.1 Members are asked to: a) Approve the options set out in Appendix 2 to be used to set the General Services revenue budget for 2025/26 and assist with future projected budget gaps. b) Note the management adjustments set out in Appendix 3 to be used to set the General Services revenue budget for 2025/26 and assist with future projected budget gaps. c) Agree the 2025/26 Health and Social Care Partnership Requisition including consideration of the issues highlighted in section 4.9 of this report. d) Agree the 2025/26 West Dunbartonshire Leisure Trust management fee including consideration of the issues highlighted in section 4.10 of this report. e) Agree the 2025/26 constituent contribution to the Dunbartonshire and Argyll and Bute Valuation Joint Board including consideration of the issues highlighted in section 4.11 of this report. f) Agree the 2025/26 Council Tax rate. g) Approve the proposed 2025/26 capital plan set out in Appendix 5. 3. BACKGROUND 3.1 A report to Council on 18 December 2024 reported an estimated 2025/26 mid-range budget gap of £10.472m in the mid-range and provided a range of options for Member consideration to close that gap. As a result of decisions made by Council on ITEM 6 Page 5
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18 December 2024, the 2025/26, and future year mid-range budget gaps were reduced as set out in Exhibit 1. Exhibit 1: Mid-Range Budget Gap After 18/12/24 Council Meeting 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 18 Dec 2024 Council Report 10,472 21,501 31,172 46,375 55,688 Saving Options Agreed 18 Dec 2024 (52) (57) (61) (61) (61) Management Adjustments Reported 18 Dec 2024 (564) (691) (691) (691) (691) Updated Cumulative Budget Gap 9,856 20,753 30,420 45,623 54,936 3.2 This position has been updated to reflect changes since 18 December 2024. The revised position is set out in the remainder of this report. 4. MAIN ISSUES 4.1 Scottish Government Settlement to Councils 2025/26 4.1.1 The Scottish Budget was announced by the Cabinet Secretary for Finance and Local Government on 4 December 2024. The Local Government Finance Circular 10/2024 was subsequently published on 12 December 2024. This Circular detailed the provisional total revenue and capital funding allocations for the single year 2025/26. The provisional total funding allocations form the basis for the annual consultation between the Scottish Government and COSLA ahead of the Local Government Finance (Scotland) Order 2025 being presented to the Scottish Parliament which is currently scheduled for the end of February 2025. 4.1.2 The Circular outlines that the Scottish Government will work in partnership with local government to implement the budget and the joint priorities in return for the full funding package worth £15 billion which includes: • £524.9 million of funding baselined as General Revenue Grant, as part of the Verity House Agreement commitment to review ring-fenced funding. • General Revenue Grant of £289 million to support local priorities. • £15 million to support the expansion of Free School Meals. • £125 million for adult social care workers in commissioned services. • £10 million to support provision of Free Personal and Nursing care. • £25.7 million to improve pay for early learning and childcare workers. • £41 million investment to maintain or restore teacher numbers to 2023 levels. • £28 million for additional support for learning. • £33 million to support development of people working in children’s social work. • £40 million to tackle the climate emergency. • £10 million to improve play parks for children. • £8.6 million revenue and £20 million capital to improve inter-island connectivity. Page 6
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2025/26 Scottish Government Funding for West Dunbartonshire Council 4.1.3 Officers have analysed the Scottish Government settlement to confirm the Council’s total 2025/26 funding before adjusting for changes in funding which have associated commitments. This is summarised in Exhibit 2. Exhibit 2 – Summary of Movement from Original 2024/25 Settlement to Final 2025/26 Settlement £,000 2024/25 Grant Settlement 8/23 (Dec 2023) 233,527 Local Government Pay 2024/25 Pay Award 1,775 Council Tax Freeze 2,219 Additional funding – Council Tax 1,129 2023/24 pay award 380 Pay - Children's Services 690 Children and Young People Community Mental Health 228 Nursing Care 96 Real Living Wage 2,150 Scottish Negotiating Committee for Teachers Pay Offer 713 Educational Psychology Refund 12 Teacher Pensions 1,523 School Meals 311 Early Learning and Childcare 470 Pay - Children's Services (259) Educational Psychology Refund 6 2024/25 Teacher Support (Share of £141.5m) 2,595 2025/26 Teacher Support (Share of £41.5m) 704 Discretionary Housing Payment 2,438 Additional Support Needs 475 Scottish Disability Allowance 70 Grant Aided Expenditure indicator changes (129) Uncommitted Revenue Support Grant 4,440 Final 2025/26 Settlement (February 25) 255,563 4.2 Future Years Scottish Government Funding 4.2.1 The cash increase for 2025/26 was significant in comparison to previous years. However, this was largely funded through the Chancellor of the Exchequer, on 30 October 2024, announcing significant increases in revenue to be raised through taxation and increased investment in UK public spending. It is not considered realistic to assume similar increases in future years. At this stage it is prudent to retain the assumption of a flat cash settlement in the best case and mid-range scenarios and a 1% reduction in the worst-case scenario. This will be kept under close review and may be updated following the publication of the Scottish Government’s Medium Term Financial Strategy which is usually published around May each year. Page 7
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4.3 Council Tax 4.3.1 The Council Tax income budget for 2024/25 was set at £40.528m. This reflected the 2024/25 Council Tax freeze and included an assumed £0.274m growth in the Council Tax base. This is the starting position for 2025/26. 4.3.2 As the setting of Council Tax is subject to a political decision no assumptions were made in year about any increase in 2025/26 or future years. However, a modest growth in the Council Tax base is assumed over the next five years. Exhibit 3: Estimated Council Tax Income 2025/26-2029/30 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Council Tax Income (before any increase) 40,528 40,528 40,528 40,528 40,528 Estimated Council Tax Base Growth 213 426 641 856 1,071 Total Council Tax Income 40,741 40,954 41,169 41,384 41,599 Other Funding 4.3.3 Employee’s National Insurance As part of the UK Budget announced on 30 October 2024, the Chancellor announced an increase to Employers National Insurance Contributions effective from 1 April 2025. The rate that employers pay in contributions will rise from 13.8% to 15% on a worker's earnings above £175. The threshold at which employers start paying the tax on each employee’s salary will be reduced from £9,100 per year to £5,000. The UK Government confirmed that funding will be provided to the public sector to assist with the additional costs associated with these changes. The 2025/26 settlement from the Scottish Government did not reflect this additional burden. 4.3.4 The Cabinet Secretary for Finance and Local Government announced on Tuesday 4 February 2025 that the Scottish Government had agreed to provide an additional £144m to Local Government in respect of the National Insurance burden. This announcement was made to provide some certainty for councils as part of their budget setting. The increased cost in 2025/26 to the Council including the Health and Social Care Partnership (HSCP), is estimated to be £5.281m which breaks down as: • Council - £3.910m (74%) • HSCP - £1.371m (26%). It is estimated the Council will receive £2.621m of funding as its share of the £144m. The distribution will not be confirmed until after this report is published but it is the best estimate at this stage. There is no funding for Commissioned Services or Arm’s Length Organisations. Page 8
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The estimated funding of £2.621m is reflected in the Council budget gap and a political decision is required on whether the Council should pass through the equivalent 26% (£0.681m) of the national insurance funding to the HSCP. This is detailed further in section 4.9.5 of this report. 4.3.5 Packaging Extended Producer Responsibility – Funding from UK Government Extended Producer Responsibility (EPR) is an environmental policy approach that holds producers accountable for the entire lifecycle of their products, including the post-consumer phase. Under EPR, manufacturers are required to take responsibility for the collection, recycling, and safe disposal of their products once they are no longer in use. The key idea behind EPR is to shift the financial and/or physical responsibility for waste management from taxpayers to producers. This creates an incentive for companies to design products that are easier to recycle, more durable, and have less environmental impact. 4.3.6 From 2025, some organisations and businesses will have to pay a fee for the packaging they supply to or import into the UK market. The income generated will be distributed by the UK Government to councils to cover net costs of collecting, managing, recycling and disposing of household packaging waste. In the first year (April 2025 to March 2026) councils will receive a basic payment based on: • publicly available and existing data, Office of National Statistics data • data about tonnages, operations and unit costs gathered from a representative sample of councils across the UK From the second year (April 2026 to March 2027) the basic payment and any adjustments will be based on data councils submit to the Scheme Administrator. The Scottish Government have confirmed to COSLA that no adjustment will be made to the Local Government Finance Settlement for EPR funding, in the first year, subject to agreement by the Scottish Parliament. However, this comes with a clear expectation it will be used for waste management service improvement. 4.3.7 Councils have been advised of their indicative 2025/26 EPR funding with West Dunbartonshire allocated £1.487m. It is anticipated there will be future costs associated with activity required in relation to this funding however there is currently insufficient clarity to quantify what those future costs might be. As such it is considered prudent to apply 50% of the indicative 2025/26 funding to existing costs specifically relating to waste service improvement and create a 2025/26 base budget adjustment for the other 50% (£0.743m) to ensure there is a committed budget to absorb future costs. Officers have reviewed current activity specifically focused on waste service improvement and identified the costs summarised in Exhibit 4. Exhibit 4: Existing costs relating to waste service improvement activity £,000 Waste Strategy Resources (Staff Costs) 160 Recycling collection, processing and treatment 250 Labour and vehicles 178 Page 9
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Civic waste site management to prioritise recycling 155 Total 743 4.4 Total Funding 4.4.1 Exhibit 5 summarises the total estimated funding over the next five years within the mid-range scenario. Exhibit 5: Estimated funding 2025/26-2029/30 Para 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 General Funding 4.1.3 255,563 255,563 255,563 255,563 255,563 Council Tax Income 4.3.2 40,741 40,954 41,169 41,384 41,599 Estimated Funding for National Insurance 4.3.4 2,621 2,621 2,621 2,621 2,621 Extended Producer Responsibility 4.3.7 1,486 1,486 1,486 1,486 1,486 Released Strathclyde Pension Fund Gain Previously reported to Council 5,332 5,332 5,332 0 0 Total Funding 305,743 305,956 306,171 301,054 301,269 4.5 Base Budget 4.5.1 The base budget for 2025/26 starts off as the 2024/25 revenue budget of £290.734m and is then adjusted for the changes set out in the following paragraphs. 4.5.2 There are elements of Scottish Government funding that are provided as part of the settlement with the expectation they are used to deliver the service/policy intended. The base budget needs to be adjusted to reflect the additional costs of delivering on these funding commitments and the budget increase is limited to the funding. These commitments, or changes to previous commitments, are set out in Exhibit 6. Exhibit 6: Funding Commitments 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 HSCP Children and Young People Community Mental Health 228 228 228 228 228 Carers Services, Respite Care and Health & Social Care Uplift (inc share of real living wage) 2,150 2,150 2,150 2,150 2,150 Personal and Nursing Care for Older People 96 96 96 96 96 Scottish Disability Assistance 16 16 16 16 16 Mental Health Renewal and (59) (59) (59) (59) (59) Page 10
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Recovery Officers HSCP Total 2,431 2,431 2,431 2,431 2,431 COUNCIL Teachers’ Pay 727 727 727 727 727 School Meals 311 311 311 311 311 Early Learning and Childcare 470 470 470 470 470 Scottish Assessors Barclay Implementation 1 1 1 1 1 Educational Psychology 12 12 12 12 12 Building Standards (10) (10) (10) (10) (10) COUNCIL Total 1,511 1,511 1,511 1,511 1,511 4.5.3 There are a number of base budget adjustments required to reflect prior year decisions, one off costs in 2024/25, decisions taken at the 6 March 2024 Council meeting or in year issues already reported to Council. These are: • £3.916m increase HSCP requisition for pass through of their share of £230m from 2024/25 (already factored into HSCP requisition) • £1.697m removal of Criminal Justice Requisition. Funding is paid directly to HSCP as a ring-fenced grant. • £0.089m correction to 2024/25 budget to recognise recharged income from Housing DLO agreed in December 2023 but omitted from 2024/25 budget • £0.010m reduction to right size education heating oil budget • £0.030m reduction to right size Education Maintenance Allowance budget • £0.400m reduction to right size probationer teacher salaries budget • £0.014m reduction to right size NDR / Water rates budget for Clydebank Town Hall • £1.523m for cost of increase in teachers’ pensions (fully funded) • Impact of Council agreed growth items agreed on 1 March 2023 (reduction in expenditure of £0.120m from 2026/27 onwards) • Impact of Council agreed growth items agreed on 9 March 2022 (reduction in expenditure of £0.250m from 2026/27 onwards) • £0.743m for additional expenditure in relation to anticipated costs in relation to Extended Producer Responsibility (EPR) 4.5.4 The revised base budget is shown in Exhibit 7. Exhibit 7: Revised Base Budget Para 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Base Budget 4.5.1 290,734 290,734 290,734 290,734 290,734 HSCP Funding Commitments 4.5.2 2,431 2,431 2,431 2,431 2,431 Council Funding Commitments 4.5.2 1,511 1,511 1,511 1,511 1,511 HSCP Requisition 4.5.3 3,916 3,916 3,916 3,916 3,916 Criminal Justice Funding 4.5.3 (1,697) (1,697) (1,697) (1,697) (1,697) Page 11
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Recharged Income 4.5.3 (89) (89) (89) (89) (89) Education Heating 4.5.3 (10) (10) (10) (10) (10) Education Maintenance Allowance 4.5.3 (30) (30) (30) (30) (30) Probationer Teacher Salaries 4.5.3 (400) (400) (400) (400) (400) Clydebank Town Hall Rates 4.5.3 (14) (14) (14) (14) (14) Teacher’s Pensions 4.5.3 1,523 1,523 1,523 1,523 1,523 Profiling of March 2023 Council Growth Items 4.5.3 0 (120) (120) (120) (120) Profiling of March 2022 Council Growth Items 4.5.3 0 (250) (250) (250) (250) EPR Expenditure 4.3.7 743 743 743 743 743 Revised Base Budget 298,618 298,248 298,248 298,248 298,248 4.6 Employee Costs 4.6.1 In terms of 2025/26 employee budgets, the expectation would be that the budget would reflect the 2024/25 budget plus any increase due to pay awards, incremental progression, and a small built-in assumption of savings being generated through turnover. 4.6.2 The 2025/26 pay award has not been agreed yet and an estimate of 3% has been built into the budget in the mid-range (3% in best case and 4% in worst case). As the 2025/26 pay award, and any Scottish Government contribution toward meeting the cost of it, is not yet agreed there is a risk it will differ from this estimate which may create a revenue cost pressure during 2025/26. The 3% is an assumption of the share of the 2025/26 pay award the Council would need to fund. This assumes the Scottish Government will fund any balance over and above 3% if the agreed pay award exceeds 3%. If the Council needs to fund anything beyond 3%, due to the Scottish Government not funding the balance, each 1% would create a revenue pressure of approximately £1.8m in 2025/26. 4.6.3 National Insurance Increase As detailed at paragraph 4.3.4, the Council’s staff costs budget will increase by £3.910m (excluding HSCP staff costs) as a consequence of an increase to Employers National Insurance Contributions effective from 1 April 2025. 4.6.4 Exhibit 8 summarises the estimated changes to the employee budgets over the next five years for Council services. This includes an assumption that savings will be generated through turnover and a small increase year on year. The Council’s turnover target has been increased substantially in prior years and it is not considered viable for it to be increased further beyond this small increase. Page 12
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Exhibit 8: Estimated Employee Costs 2025/26-2029/30 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Pay award 5,286 10,731 16,339 22,115 28,064 National Insurance Increase 3,910 4,027 4,148 4,273 4,401 Increments 755 1,510 2,265 3,020 3,775 Turnover Saving Assumption (44) (88) (132) (176) (220) Total Employee Increases 9,907 16,180 22,620 29,232 36,020 4.7 Non-Pay Inflation 4.7.1 Inflation has been included in the 2025/26 budget estimates and future year estimates where it is considered necessary to ensure budgets are adjusted to reflect expected increases in costs. An additional £0.500m annual general inflation has been built into the mid-range scenario (£0.250m in best case and £0.750m in worst case). Since the Council meeting on 18 December 2024 a new inflation line has been added for Water Rates. This reflects the recent announcement that water rates are to increase by 9.9% in 2025/26 – further annual increases of 6% have been assumed in future years (based on the total increase in water rates being 30% over the past 5 years). 4.7.2 The overall additional budget requirement for non-pay inflation estimated over the next five years is summarised in Exhibit 9. Exhibit 9: Cumulative Non-Pay Inflation - 2025/26-2029/30 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 General Provision 500 1,000 1,500 2,000 2,500 Utilities – Gas 137 280 431 589 747 Utilities – Electricity 136 279 428 583 738 Utilities – Street Lighting 30 62 95 129 163 Water rates 62 104 148 195 245 Non-Domestic Rates 22 44 66 88 110 ICT 32 64 96 128 160 Landfill Tax 12 24 36 48 60 Audit Fee 10 30 50 70 90 PPP Unitary Payment 275 556 843 1,136 1,426 Residential Care Costs 90 184 282 384 484 Increase in Recharged Income (76) (76) (76) (76) (76) Total 1,230 2,551 3,899 5,274 6,647 4.8 Cost Pressures 4.8.1 Services operate on the basis of having to contain any cost pressures within current resources wherever possible, however that is not always achievable and it is Page 13
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necessary to ensure budgets are adjusted where necessary for unavoidable cost increases. 4.8.2 Cost pressures have been reported to Council over the course of 2024/25 as they have materialised. However, there are six new or amended cost pressures since the Finance Update reported to Council on 18 December 2024, which exceed £0.100m. 4.8.3 Cost Pressure 1 – Central Repairs An additional £0.520m is required to cover essential repair, maintenance, and compliance works across Council assets. Ongoing maintenance is needed to prevent further deterioration and higher costs in the future. Compliance works are also essential to meet health & safety, fire regulations, and other statutory requirements. Costs have increased due to inflation in materials and labour. Compliance costs have also risen due to stricter regulatory requirements, including updated fire safety guidelines, more stringent health and safety standards, enhanced accessibility regulations to improve inclusivity, and new environmental and energy efficiency targets aimed at reducing carbon emissions. These regulations require significant upgrades to buildings, infrastructure, and systems to ensure Council assets remain legally compliant, safe, and sustainable. 4.8.4 Cost Pressure 2 – Elected Members Pay The Scottish Local Authority Remuneration Committee (SLARC) undertook an independent review of Local Councillors remuneration which concluded in February 2024. The recommendations were considered by The Scottish Government, and their response was published on 5 July 2024. The value of the additional financial costs to the Council is £0.107m per annum. 4.8.5 Cost Pressure 3 – Dalmuir Golf Course Income A review of budgets in Roads and Neighbourhoods has highlighted the budgeted income for membership fees and day visitors at Dalmuir Golf Course is not being achieved and needs to be reduced by £0.100m to align it to realistic expectations. 4.8.6 Cost Pressure 4 – Cleaning Materials A review of expenditure on cleaning materials over the past three years has confirmed the current annual budget of £0.270m is insufficient with increases mainly due mainly to inflation. Overspends in prior years have been accommodated by carrying vacancies however it is necessary to increase the expenditure budget by £0.128m to meet the required level. 4.8.7 Cost Pressure 5 – Reverse Saving Option CCF06 In 2023/24 (CCF06 - Generate additional income from buildings) was agreed as part of the 2023/24 budget setting process. At that point it was anticipated £0.154m of income could be generated by leasing space within Church Street, Bruce Street Baths and Aurora House to external parties. It has not been possible to achieve this therefore the £0.154m saving needs to be reversed. Page 14
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4.8.8 Cost Pressure 6 – Early Start Clubs Income A 2023/24 saving option (EDU05) was agreed to introduce early start clubs generating an estimated saving of £0.187m in 2024/25 increasing to £0.280m in 2025/26. The saving was calculated based on a £4 daily charge however Council agreed to reduce that charge to £2 when setting the 2024/25 budget. It was anticipated this may increase the uptake in the service and still deliver the estimated saving. This has been monitored over the current academic year and levels of uptake by children attending the clubs is not sufficient to deliver the £0.280m saving and a shortfall of £0.145m is anticipated in 2025/26. 4.8.9 In addition to the cost pressures exceeding £0.100m the following less material cost pressures have been added to the budget • In 2023/24 a £37,000 saving option was agreed based on anticipated income from leasing floor space at the Municipal Building to external parties. Enquiries have been received over the past two years but none have materialised into a lease agreement. Therefore the £37,000 saving needs to be reversed. • A review of anticipated ICT costs has confirmed an existing ICT cost pressure of £118,000 can be reduced by £30,000. • £218,000 was assumed as the impact of the pay award on West Dunbartonshire Leisure Trust. The actual impact was £274,000 which required a further £59,000 to be added as a cost pressure. • A review of library income budgets has confirmed a recurring shortfall between budgets and actuals of £29,000. • Income budgets for the Pipe Band Championship are inflated each year based on the agreed Council sales, fees and charges increase however the overall income generated has not kept up with the anticipated increase. A £20,000 cost pressure is required to decrease budgeted income to a more realistic level. • There is a £75,000 estimated increase in the cost of occupational health services based on current contract negotiations which are reaching a conclusion. 4.8.10 The full list of estimated cost pressures for Council services are noted in Exhibit 10. Exhibit 10: Cost Pressures - 2025/26-2029/30 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 SEEMIS Membership Fees 2 4 6 8 10 Apprenticeship Levy 3 7 11 15 18 Loan charges 1,250 3,140 3,320 3,320 3,320 Additional Support Needs 252 252 252 252 252 Server and Software for Risk Mgt System 16 16 16 16 16 Reduction in Housing Benefit Admin Subsidy 10 20 30 40 50 2027/28 Local Government 0 0 200 0 0 Page 15
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elections Local Development Plans (30) (30) (30) (30) (30) Increased cost of computer software licences 88 156 224 292 360 Reverse Xmas Closure of Council Offices 7 7 7 7 7 Intromission payment provision 200 400 600 800 1,000 Increase in audit fees over assumed inflation 40 40 40 40 40 Impact of NDR Revaluation 140 1,040 1,230 1,230 1,230 Reduced income for crematoriums 151 151 151 151 151 Reduced income for burials 52 52 52 52 52 Increase in staff costs for overtime in winter gritting 24 24 24 24 24 School meals during holidays 77 77 77 77 77 Unfunded pension costs 200 300 400 500 600 Additional WDLT costs for pay awards 274 548 822 1,096 1,370 Riverside Additional Support Needs 90 369 446 446 446 Delivery of local place plans 0 (10) (10) (10) (10) Vehicle Testing Income 63 63 63 63 63 Artizan VAT 85 85 85 85 85 RES12 and RES25 savings not fully realised 6 6 6 6 6 Shortfall in ASN Income from Other Local Authorities 92 92 92 92 92 ASN Payments to Other Local Authorities 312 312 312 312 312 Early Years Cross Boundary Charges 102 102 102 102 102 Central Repairs 520 520 520 520 520 Elected Members Pay 107 107 107 107 107 Dalmuir Golf Course Income 100 100 100 100 100 Reverse SDP14 Saving 37 37 37 37 37 Reverse CCF06 Saving 154 154 154 154 154 Cleaning materials 128 128 128 128 128 Library Income 29 29 29 29 29 Pipe Band Income 20 20 20 20 20 Eary Start Clubs (EDU05) 145 145 145 145 145 Occupational Health 75 75 75 75 75 General Allowance for Future Years 0 1,000 2,000 3,000 4,000 Totals 4,821 9,538 11,843 13,301 14,958 4.9 West Dunbartonshire Health and Social Care Partnership (HSCP) 4.9.1 On 6 March 2024 the Council agreed a 2024/25 HSCP requisition of £85.029m. Page 16
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Exhibit 11 sets out the adjustments made to the 2024/25 HSCP requisition during 2024/25 and the indicative 2025/26 requisition after taking account of the impact of the 2025/26 settlement. Exhibit 11: In year adjustments to HSCP 2024/25 requisition and indicative 25/26 requisition £,000 Original 2024/25 Requisition 85,029 Adjustments in year Share of £230m Adult Social Care Funding 3,916 Scottish Disability Services 54 Pay – Children’s Services 343 Revised 2024/25 HSCP Requisition 89,342 Children and Young People Community Mental Health 228 Carers Services, Respite Care and Health & Social Care Uplift (including share of real living wage for adults only) 2,150 Personal and Nursing Care for Older People 96 Scottish Disability Assistance 16 Mental Health Renewal and Recovery Officers (59) Share of Mobile Phone Contract Saving (17) 2025/26 HSCP Requisition 91,756* *There is a further £13.138m nationally for Children’s Services Pay which is currently not distributed. It is estimated this will result in a further £0.227m for the HSCP. When this is confirmed during 2025/26 this funding will be passed through to the HSCP. This will have no effect on the Council’s budget gap as it is income matched with expenditure. 4.9.2 There is an ongoing assumption that the Council’s allocation to the HSCP will be on the basis of ‘flat cash’ plus the appropriate share of the Health & Social Care funding commitments detailed in the Local Government Finance Circular (adjusting for any one-off funding not recurring). However, the Council is able to provide the HSCP with a cash increase. There are three issues for Council to consider in relation to the 2025/26 requisition. 1. 2024/25 Pay Award 2. Gross Aggregate Expenditure (GAE) Indicators 3. Funding for the increase in National Insurance Each of these are detailed below. There has been no assumption made in this report about any political decision in relation to these three areas. Consequently the budget gap presented in this report assumes no increase to the flat cash assumption. 4.9.3 2024/25 Pay Award £1.775m has been made available by the Scottish Government Council to partially fund the 2024/25 pay award. This allocation is based on the total local government workforce including Council employed social care staff delivering delegated services through the HSCP. However, councils have autonomy to allocate funding based on Page 17
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local needs and priorities. Therefore, Council, when agreeing the 2025/26 budget, needs to decide whether a share of the funding for the 2024/25 pay award is passed through to the HSCP. The HSCP makes up 35% of the overall Council staff costs (excluding Teachers) so if the full share was to be passed on this would amount to £0.621m and the budget gap for 2025/26 will increase by the amount passed on. Council is asked to consider passing on £0.621m of the 2024/25 pay award funding to the HSCP. 4.9.4 Grant Aided Expenditure (GAE) Indicators The process used by the Scottish Government to determine the allocation of revenue funding is based on a series of GAE indicators such as number of school children, length of roads etc. Each indicator determines an allocation of cash to the council however that doesn’t place any restriction on what the Council can spend that allocation on. It is the totality of these indicators that determines the Council’s cash allocation. Some of those indicators relate to social care and, in 2025/26, the total movement in the funding allocation relating to these indicators is £0.517m. Council is asked to consider passing on £0.517m of the increase in the overall 2025/26 funding to the HSCP. 4.9.5 NI Funding As per paragraph 4.3.4 it is estimated the Council will receive £2.621m to partially fund the increase in the cost of NI contributions. The increased cost in 2025/26 to the Council (including HSCP) is estimated to be £5.281m which is split as Council - £3.910m (74%) and HSCP - £1.371m (26%) Council is asked to consider passing on £0.681m (26% of the £2.621m) of the funding to the HSCP to partially fund the impact of the NI increase on their financial position. 4.9.6 Exhibit 12 sets out the options for Council to consider in relation to the HSCP requisition. Exhibit 12 – HSCP Requisition Options Option 1 Flat Cash £,000 Option 2 Fund 2024/25 Pay Award £,000 Option 3 Fund 2024/25 Pay Award and GAE £,000 Option 4 Fund 2024/25 Pay Award, GAE and NI £,000 Indicative 2025/26 HSCP Requisition 91,756 91,756 91,756 91,756 2024/25 Pay Award 0 621 621 621 GAE Indicators 0 0 517 517 NI Funding 0 0 0 681 Total Increase 0 621 1,138 1,819 Revised HSCP Requisition 91,756 92,377 92,894 93,575 Page 18
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4.9.7 The HSCP Board met on 28 January to consider their projected 2025/26 budget position. For Social Care the estimated cost of delivering delegated social care services was shown as £97.779m, excluding the impact of the employers NI increase for both Council employed staff and commissioned services as the assumption was full funding would be received. Taking account of the National Insurance cost of £1.371m shown above, the cost of delivering services increases to £99.150m. Therefore depending on the option taken the HSCP budget gap would range from £5.593m to £7.394m before considering any options to reduce the gap, including management adjustments, savings and application of reserves. 4.9.8 While Exhibit 12 sets out four possible options the Council is able to agree any requisition to the HSCP at either flat cash or higher. Council is asked to consider the totality of the HSCP requisition. 4.10 West Dunbartonshire Leisure Trust Management Fee 4.10.1 On 6 March 2024 the Council agreed a 2024/25 West Dunbartonshire Leisure Trust (the Trust) management fee of £3,658,373. The Trust thereafter also received funding of £274,219 for the 2024/25 employee pay uplift which resulted in a final 2024/25 management fee of £3,932,592. 4.10.2 The 2024/25 management fee incorporated a saving of £0.940m which Council agreed on 6 March 2024. The Trust partially met this from savings and use of reserves in 2024/25 however the Trust is still reporting a budget gap of £0.621m. The Trust is proposing further savings of £0.395m in 2025/26. It is likely the remaining £0.226m would require to be met from the Trust’s reserves. 4.10.3 As part of the 2024/25 budget Council decided to replace a number of grass pitches with synthetic surfaces with the Trust required to meet £65,000 of loan interest charges from the income received. This sum has therefore been deducted from the management fee. 4.10.4 The Service Level Agreement with the Trust does not require the Council to meet employee or utility uplifts, however, since the Trust’s inception, these have been fully funded. 4.10.5 The Trust is anticipating the 2025/26 pay award will add £0.193m to their expenditure budget. This is based on an assumed 3.2% uplift which was aligned to the Council’s previous 3.2% assumption which has been reduced to 3%. However the Council assumption is focused on how much it is anticipated the Council will need to fund with Scottish Government providing funding for the balance. As such the assumed cost pressure in the Council’s budget gap is £0.274m rather than £0.193m as it reflects the amount it is assumed the Council will need to pass through to the Trust if it is agreed to fund the full 2025/26 pay award. In relation to utilities the Trust has advised of a cost pressure of £0.254m due to increases in District Heating Network costs which have tracked the general uplift in utility costs. No assumption has been built into the current budget gap about passing through any funding for increases in utility costs. Page 19
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4.10.6 It should be further noted the Trust has also requested a further increase in the management fee of £0.202m as a consequence of the financial impact of the increase in employer National Insurance contributions. However, the Council has not received funding in relation to the Trust increase and, as per paragraph 4.3.4, the anticipated funding in relation to the Council’s increase in National Insurance will not fully cover the total cost to the general fund. 4.10.7 When agreeing the 2025/26 budget Council needs to decide if funding will be provided for the 2025/26 pay award and for additional costs from District Heating. As referenced above the budget gap presented in this report has already built in an assumed £0.274m for Trust staff costs. Exhibit 13 sets out the options for Council to consider . Exhibit 13 – West Dunbartonshire Leisure Trust Management Fee Option 1 Flat Cash Option 2 Fund 2025/26 Pay Award Option 3 Fund 2025/26 Pay Award Plus Utility Costs Base Mgt Fee 3,932,592 3,932,592 3,932,592 Adjust for Interest on 3G Pitches (65,000) (65,000) (65,000) Updated Base Mgt Fee 3,867,592 3,867,592 3,867,592 Pay Award 0 274,000 274,000 Utility Costs 0 0 253,900 Revised Mgt Fee 3,897,592 4,141,592 4,395,492 Inc / (Dec) to Council Budget Gap (274,000) 0 253,900 4.11 Dunbartonshire and Argyll & Bute Valuation Joint Board (VJB) Contribution 4.11.1 The Council has received a letter from the Assessor at the VJB regarding the Council’s contribution to the VJB. Similar letters have been issued to East Dunbartonshire Council and Argyll and Bute Council who also provide funding to the VJB. The total constituent funding to the VJB is £2,611,171 which is split as follows • West Dunbartonshire Council - £736,400 • East Dunbartonshire Council - £725,243 • Argyll and Bute Council - £1,149,528 The total contribution of £2,611,171 has not increased for the past seven years which means the VJB has been absorbing all inflationary increases and pay awards from a combination of delivering savings and using reserves. Their latest estimates indicate that, without an increase in funding, their reserves will be exhausted in 2025/26. 4.11.2 The letter from the VJB is included as Appendix 8 to this report and provides greater detail on the VJB’s financial position, future budget gaps, measures they have taken to balance the budget and the request made for an increase in the contribution. Page 20
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In summary the ask is for the Council contribution of £736,400 to be increased to: • £830,300 in 2025/26 (increase of £93,900) • £993,765 in 2026/27 (cumulative increase of £257,365) • £1,023,600 in 2027/28 (cumulative increase of £287,200) Council is asked to consider their contribution to the VJB. It has the option to: • maintain the flat cash contribution • approve a single year recurring increase • approve the two-year recurring increase • approve the three-year recurring increase 4.12 Budget Gap Prior to Measures to Balance Budget 4.12.1 The estimated budget gap prior to factoring in any potential options towards balancing the budget is summarised in Exhibit 14. Exhibit 14: Estimated Budget Gap Prior to Measures to Balance Budget Para 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 4.5.4 Revised Base Budget 298,618 298,248 298,248 298,248 298,248 4.6.4 Employee Cost Changes 9,907 16,180 22,620 29,232 36,020 4.7.2 Non-Pay Inflation 1,230 2,551 3,899 5,274 6,647 4.8.11 Cost Pressures 4,821 9,538 11,843 13,301 14,958 Total Expenditure 314,576 326,517 336,610 346,055 355,873 4.4.1 Total Funding 305,743 305,956 306,171 301,054 301,269 Budget Gap Cumulative 8,833 20,561 30,439 45,001 54,604 4.12.2 Exhibit 12 shows a 2025/26 budget gap prior to measures to balance the budget of £8.833m. 4.13 Measures to Balance the Budget – Previously Agreed 4.13.1 There are a number of measures to balance the budget which have already been agreed by Council. These are summarised in Exhibit 15. Exhibit 15: Previously Agreed Measures to Balance Budget 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Savings Options (Dec 2022) 142 142 142 142 142 Management Adjustments (Dec 2022) 189 189 189 189 189 Savings Options (Mar 2023) 25 25 25 25 25 Savings Options (Dec 2023) 152 152 152 152 152 Page 21
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Management Adjustments (Dec 2023) 38 38 38 38 38 Savings Options (Mar 2024) 928 928 928 928 928 Management Adjustments (Mar 2024) 40 90 90 90 90 Savings Options (Dec 2024) 52 57 61 61 61 Management Adjustments (Dec 2024) 564 691 691 691 691 Service Concessionary Recurring Savings 704 1,069 990 64 63 Assumed 5% increase in sales, fees and charges 428 876 1,347 1,842 2,362 Total Previously Agreed Savings 3,262 4,257 4,653 4,222 4,741 4.13.2 Exhibit 16 sets out the estimated budget gap after previously agreed measures. This shows that there is a further £5.693m of measures required to balance the 2025/26 budget. Exhibit 16: Budget Gap After Application of Previously Agreed Measures 2025/26 £000 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 Cumulative Budget Gap Before Previously Agreed Measures 8,833 20,561 30,439 45,001 54,604 Previously Agreed Measures (3,262) (4,257) (4,653) (4,222) (4,741) Cumulative Budget Gap After Previously Agreed Measures 5,571 16,304 25,786 40,779 49,863 4.13.3 Note that this residual gap of £5.571m assumes the: • HSCP requisition is not increased above flat cash (section 4.9 provides options ranging from flat cash to a £1.819m increase in 2025/26) • WDLT management fee is not increased above flat cash (section 4.10 provides options from flat cast to a £0.254m increase in 2025/26) • VJB contribution is not increased above flat cash (section 4.11 provides options for flat cash or a £0.094m increase in 2025/26) Depending on the decisions taken with regard to these three issues the budget gap could increase to as high as £7.738m. 4.14 Measures to Balance the Budget – For Council Approval 4.14.1 There are a range of options to assist Members to balance the 2025/26 budget. These options are set out in the following paragraphs. Council Tax 4.14.2 The setting of Council Tax should happen on the same day as the Council sets its revenue budget as once all proposals are considered, Council Tax is the balancing figure. The estimated budget gap makes no assumption over future Council Tax Page 22
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increases as setting the Council Tax is a matter for Council to decide. Each 1% increase in Council Tax will generate an estimated £0.407m in revenue and increase the weekly Band D bill by £0.27. Closing a budget gap of £5.571m (paragraph 4.13.2) would require a 13.7% council tax increase. If the budget gap increases to £7.738m (paragraph 4.13.3) an increase of 19.0% would be required. Exhibit 17 sets out the impact that increases of 10% 15% and 20% would have on the budget gap and on the weekly bill for a Band D taxpayer (assuming they are liable for the full Council Tax charge). Exhibit 17: Impact of Council Tax Increases on Revenue and Band D Weekly Bill CT Increase 10% 15% 20% Band D Weekly Bill Increase (£) 2.69 4.04 5.38 Net Revenue Benefit (£000) 4,070 6,105 8,140 4.14.3 Saving Options – As an alternative to fully closing the budget gap with a council tax increase officers have identified a range of saving options for member consideration. A number of the saving options submitted for member consideration have multiple options contained within them. Members are advised that many of the options have a full time equivalent (FTE) impact. Efforts will be made to redeploy using the SWITCH Policy or to agree including voluntary release. The total value of the ‘higher value’ saving options is a recurring saving of £4.647m in 2025/26 rising to £7.609m in 2026/27 and £7.662m in future years. These options are summarised in Appendix 1 with full details of each option set out in Appendix 2. 4.14.4 Management Adjustments – Officers have also identified management adjustments which do not result in either potential redundancies or changes to policy and can be implemented without political approval. The total value of these management adjustments is a recurring saving of £0.751m in 2025/26 increasing to £0.898m in future years. These options are summarised in Appendix 1 with full details of each option set out in Appendix 3. 4.14.5 Sales, Fees and Charges - The Council’s financial planning currently assumes a 5% annual increase in sales, fees and charges which will generate an estimated £0.428m increase in 2025/26. This assumption is already built into the 2025/26 budget gap. The Council may wish to consider an option to increase fees and charges by a higher percentage. Each further 1% increase in the Council’s fees and charges would generate approximately £0.086m in income. 4.15 Capital Plan Update 4.15.1 An update of the Council’s 10-year capital plan was approved by Council on 6 March 2024. As part of the new report process implemented 1 April 2024 the plan has been reviewed throughout the year with updates reported to Council and Committee for approval. Page 23
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4.15.2 Since the last Council meeting on 18 December 2024 there have been further changes to the capital plan. This is due to reprofiling projects, new projects being included or completed projects being removed. The projects added are: Review of School Speed Limits - A report was submitted to IRED Committee on 5 February 2025 providing an update on a review undertaken on speed limits around primary schools. Part of the review asked for permission to request £75k of capital funding to be approved by Council. This was agreed at Committee and has been included in the capital plan shown at appendix 5. Transport Scotland 2024/25 Implementation 20MPH Speed Limits - Funding received from Scottish Government of £105k has been received to improve and support connectivity and equal access to public transport and infrastructure for cyclists. This new project has been added to the capital plan attached at appendix 5 The project removed due to being completed with no further spend anticipated is: Cash Receipting System - The remaining budget of £25k has been removed since the project has been completed under budget and no further spend will be incurred. 4.15.3 There is one further material change to bring to members’ attention. Posties Park - Additional funding of £0.333m is required for Posties Park due to a review of financial forecasting. This includes future spend, contractor retentions, and ongoing running costs for utilities. The increases budget is required to ensure project completion and long-term sustainability of the project. 4.15.4 There are four appendices to this report in relation to the capital plan. • Appendix 4 shows the forecast 2024/25 outturn • Appendix 5 shows the anticipated spend on projects (revised capital plan) • Appendix 6 shows the current resources available • Appendix 7 provides information linking the capital plan to the Council’s Asset Management Plans. The loan charges linked to the capital plan reflect the values within the draft budget book. 4.15.5 In terms of affordability of the proposed plan it is the view of the Council’s Senior Management Team that while the plan is affordable in 2025/26 assuming a balanced revenue budget is agreed it does create significant pressures on the revenue budget due to the cost of borrowing. However, it will have revenue implications for future years and these 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 if it is deemed to be placing an excessive pressure on the revenue budget. Page 24
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5. PEOPLE IMPLICATIONS 5.1 The potential staffing implications are shown within the savings options appended to this report and will be subject to consultation processes where appropriate and managed in accordance with the Council’s Switch Policy (and Organisational Change Procedure). Efforts will be made to redeploy using the SWITCH Policy or to explore voluntary release. If required, use of the redundancy selection policy, including appropriate and equality proofed selection criteria, as agreed with the trade unions and approved by Corporate Services Committee in August 2023. 6. FINANCIAL AND PROCUREMENT IMPLICATIONS 6.1 The Financial implications arising from the budget process are detailed in the report and appendices. There are no specific procurement implications arising from this report. 7. RISK ANALYSIS 7.1 Some of the capital plan projects have an assumption of match-funding and grant funding from Scottish Government and other agencies. There is a risk that some or all of these are not received. The business cases for these projects will require to be updated as funding becomes clearer, and Members may be required to consider the financial affordability of continuing with the projects. The risk and impact of the saving options are detailed in the appendices. 8. EQUALITIES IMPACT ASSESSMENT (EIA) 8.1 A screening was carried out for the budget report as a whole and determined that an Equality Impact Assessment is not applicable for this report. However, all individual savings options have been screened and where relevant, impact assessed. The Equality Impact Assessments are appended to this report (Appendix 9). 9. CONSULTATION 9.1 The views of all Chief Officers have been requested on this report and feedback reflected herein. Discussions on the issues herein have been undertaken with the Trade Unions and a summary copy of the saving options was provided to Trade Unions, political group leaders and communicated to the workforce in the week commencing 10 February 2025. 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 four strategic priorities of the Council’s Strategic Plan. 10.2 The General Services revenue budget contributes to all outcomes by providing funding in specific areas to help the Council achieve and develop these priorities. Laurence Slavin Chief Officer - Resources Page 25
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Date: 20 February 2025 Person to Contact: Laurence Slavin, Chief Officer - Resources, Church Street Offices, Dumbarton E-mail: laurence.slavin@west-dunbarton.gov.uk Appendices Appendix 1 – Summarised Saving Options and Management Adjustments Appendix 2 – Detailed Saving Options Appendix 3 – Detailed Management Adjustments Appendix 4 – Capital Plan – 2024/25 – Forecast Outturn Appendix 5 – Capital Plan – 2025/26 – Proposed Spend Appendix 6 – Capital Plan – 2025/26 – Proposed Resources Appendix 7 – Capital Plan – 2025/26 – Links to Asset Management Plans Appendix 8 – Letter from Dunbartonshire and Argyll & Bute Valuation Joint Board Appendix 9 – Equality Impact Assessments Background Papers Budget Report to Council - 6 March 2024 Financial Update Report to Council – 19 June 2024 Financial Update Report to Council – 30 October 2024 Budget Conversation 2025/26 - Engagement Results report to Council - 30 October 2024 Financial Update Report to Council – 18 December 2024 Page 26
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Appendix 1 – Summarised Saving Options and Management Adjustments 2025/26 BUDGET - SAVING OPTIONS 2025/26 2026/27 2027/28 Ref: CO Saving Option Saving (£,000) FTE Saving (£,000) FTE Saving (£,000) FTE CCF01 AG Reduce Highland Games Spend 15 0 15 0 15 0 CCF02 AG Reduce or close Clydebank Town Hall 0 0 315 3 315 4 CCF03 AG Reduce staffed Citizen Services Provision at Church Street 30 1 30 1 30 1 CCF09 AG Reduce Contact Centre 30 2 60 2 60 2 CCF10 AG Reduce Community Budgeting Fund 27 0 27 0 27 0 CCF11 AG Remove Community Engagement Budget 22 0 22 0 22 0 CCF18 AG Reduction in Arts and Heritage 60 3 110 3 110 3 EDU02 LM Reduce School Clothing Grant to Statutory Level 64 0 64 0 64 0 EDU03 LM Reduce Education Maintenance Allowance to Statutory Level 75 0 114 0 114 0 EDU04 LM Remove P6 Swimming Lessons 14 0 14 0 14 0 EDU06 LM Reduce Secondary School Management Time 0 0 0 0 0 0 EDU11 LM Shared Head at two ELCs 31 1 47 1 47 1 EDU12 LM Review Mainstream School Transport 80 0 120 0 120 0 EDU14 LM Align 1140 Hour Funding for 3 year olds with Statutory Guidance 62 0 136 0 136 0 EDU15 LM Reduce School Music Instructors 30 0.6 30 0.6 30 0.6 EDU20 LM Remove Secondary School Registration 383 8.8 572 8.8 572 8.8 Page 27
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EDU21 LM Review Secondary School Common Senior Phase Timetable 0 0 214 5 214 5 EDU22 LM Secondary School Staffing 312 7.8 468 7.8 468 7.8 EDU23 LM Education Senior Phase Transport 24 0 37 0 37 0 EDU24 LM Charge for Instrumental Music Tuition 80 0 120 0 120 0 HE01 PB Reduce Modern Apprenticeship Investment 20 0 40 0 60 0 HE02 PB Reduce Working4U 412.5 18 825 18 825 18 HE03 PB Reduce Temporary Accommodation Furniture Budget 18 0 0 0 0 0 HE04 PB Reduce CCTV Service 72 5 144 5 144 5 PT12 VR Reduce Corporate Administration Support 91 3 91 3 91 3 PT14 VR People and Change Team Restructure 62 1.6 97 1.6 97 1.6 PT15 VR Reduce Organisational Development 60 1 60 1 60 1 PT18 VR Outsource Print Room 25 1.25 50 2.5 50 2.5 PT20 VR Reduce ICT Team 84 4 168 4 168 4 RES01 LS Reduce External Funding 915 0 915 0 915 0 RES05 LS Reduce Council Tax and Benefits Service 0 0 14 0.5 14 0.5 RES06 LS Reduce Corporate Debt Team 44 2 67 3 67 3 RES08 LS Reduce Caretakers 24 1.02 32 1.02 32 1.02 RES12 LS Reduce Elderly Welfare Grant 110 0 120 0 120 0 RES14 LS Reduce Housing Benefit and Council Tax Team 16 0.5 16 0.5 16 0.5 RES16 LS Reduce Community Council Funding 14 0 14 0 14 0 RES19 LS Reduce Asset Management Team 55 1.3 55 1.3 55 1.3 RN02 GM Remove Public Toilet Provision 0 0 93 0 111 0 RN17 GM Reduce School Crossing Patrollers 66 7.1 144 7.1 144 7.1 RN18 GM Reduce Footway Gritting 68 4 136 4 136 4 Page 28
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RN19 GM Close and Transfer Bowling Club Amenities 22 1.5 44 1.5 59 1.5 RN20 GM Close or Reduce Dalmuir Golf Course 184 5 268 5 268 5 RN21 GM Cease Care of Gardens Scheme 143 2 143 2 143 2 RN22 GM Reduce Street Cleaning 78 6 156 6 156 6 RN23 GM Reduce Street Lighting 61 0 319 0 319 0 RN24 GM Reduce Park Maintenance 180 10.5 360 10.5 360 10.5 RN28 GM Remove Open Space Maintenance on non Council Land 20 0.5 20 0.5 20 0.5 RN29 GM Remove Event Support by Grounds Service 15 0 15 0 15 0 RN30 GM Reduce Road Network & Capital Management 50 1 70 1 70 1 RN31 GM Reduce Winter Plan 55 3 110 3 110 3 RN32 GM Cease Weed Killing 50 0 50 0 50 0 RN33 GM Reduce Waste Services 86 5 176 5 176 5 RN35 GM Reduce Grass Cutting 150 0 150 0 150 0 RR04 AD Remove Members’ Secretary 22 0.6 22 0.6 22 0.6 RR17 AD Reduce Trading Standards 14 1 39 1 39 1 RR18 AD Reduce Records Management 13.5 1 54.5 1 54.5 1 RR19 AD Close Clydebank Registration Office 8 0.5 16.5 0.5 16.5 0.5 TOTAL 4,647 111.57 7,609 122.32 7,662 123.32 Page 29
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2025/26 BUDGET - MANAGEMENT ADJUSTMENTS 2025/26 2026/27 2027/28 Ref: CO Saving Option Saving (£,000) FTE Saving (£,000) FTE Saving (£,000) FTE CCF04 AG Review Facilities Management Operating Model 300 TBC 400 TBC 400 TBC EDU16 LM Reduce Secondary School Clerical Staff 80 4 120 4 120 4 EDU19 LM Reduce Education Support (ELC) 27 0.5 27 0.5 27 0.5 PT05 VR Review of Printing 10 0 10 0 10 0 PT13 VR Right Size Employer Benefit Savings 10 0 10 0 10 0 RES02 LS Right Size NDR Budgets 103 0 103 0 103 0 RN14 GM Review Footway Gritting Operational Method 60 0 60 0 60 0 RR10 AD Combine Dog Warden and Pest Control Posts 38 1 38 1 38 1 RR11 AD Lead Planner Replaced by Basic Grade Officer 6.5 0 6.5 0 6.5 0 RR12 AD Antonine Wall 27 1.6 27 1.6 27 1.6 RR13 AD Review Environmental Health 35 1 42 1 42 1 RR20 AD Development Planning and Placemaking 54.5 1 54.5 1 54.5 1 TOTAL 751 9 898 9 898 9 Page 30
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF01 Saving Title Reduce Highland Games Spend Summary of Savings Proposal The Loch Lomond Highland Games is independently organised by a Committee however, historically the Council has provided a grant of £14,000 to the Committee and has also provided infrastructure and facilities to stage the event at a further cost of £24,000. This Council spend of circa £38,000 on the Games excludes the cost of staffing for the event which is paid for from individual service budgets. Given recent service and budget reductions, it will be challenging to provide staffing and meet the other costs of the event going forward. Although the Council receives the income from the event (gate fees and trader pitch lets) this does not fully offset costs. For example, in 2023 £19,000 in income was raised against the £38,000 expenditure (excluding staffing). In 2024, the £14,000 grant was withdrawn and the Games committee directed to apply for external funding or to seek sponsorship. The event did not take place in 2024. If the Council removed all funding, it would generate a saving of circa £15,000 from budgets. The Games Committee would have the option to proceed with the event independently and meet all costs. Impact and Risk Associated with Proposed Savings Service Risk: This is not a Council event although teams from Greenspace, Communications and WDLT support. People Risk: Staffing is provided to support the event and this is predominantly via overtime within Greenspace and WDLT. Reputational Risk: The event is long established and popular particularly with visitors. The Games did not take place in 2024. It has received criticism in the past as an entrance fee is charged. The Council does stage free events including fun days, Pipe Band Championships and annual fireworks display. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 15 0 15 0 15 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1118 APPENDIX 2 Page 31
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF02 Saving Title Reduce or Close Clydebank Town Hall Summary of Savings Proposal Clydebank Town Hall (CTH) is currently open as standard Tuesday to Friday with flexible opening outwith this for events which generate income. In light of high property costs, operations could be revised further with a review of usage undertaken to ascertain the most appropriate opening hours. Option 1 – CTH open three days a week (£15k saving) Access for public, elected members and support staff would be maintained on three week days. Building would continue to open on additional days to support pre- booked events as the cost is mitigated by the income generated. Option 2 - CTH open four days with reduced hours daily (£8k saving) Reduced opening hours would be introduced, for example, 9am to 1pm each day, or 1pm to 5pm. Building would open to support pre-booked events as the cost is mitigated by income generated. Option 3 - CTH closure (Circa £315k saving) Building would be closed and added to the commercial portfolio to market for sale. Elected member/ staff accommodation would be created in alternative premises. Building would remain open and bookings honoured up to 31 March 2026. If the building could not be sold, leased or transferred then the Council would continue to be liable for the payment of rates of circa £130k. Impact and Risk Associated with Proposed Savings Service Risk: Under Option 1 and 2, the building would be opened for pre-booked events. The museum and gallery in the Town Hall would be impacted by reduced hours. Members Services would require to adjust operations to account for revised opening. Under Option 3, the Arts and Heritage offer and elected members and Member Services would be impacted and civil marriage ceremonies currently conducted in CTH would no longer be provided. The building is also used for committee meetings and these would require to be held in the Council’s Dumbarton office. People Risk: Under Option 1 and 2, consideration would be given to staff contracts, place and hours of work with consultation required. Staff may be in detriment. Option 3 would result in the loss of up to four posts as well as impacting casual staff. Reputational Risk: The options carry reputational risk particularly option 3. Elected members and support staff could be accommodated elsewhere, however it would be a loss of CTH jobs and venue to the area. It would result in the closure of a landmark Council building in Clydebank which is used by elected members, for civic events and as an events venue by the community throughout West Dunbartonshire. Page 32
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Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 15 0 15 0 15 0 2 8 0 8 0 8 0 3 0 0 315* 4 315* 4 FTE impact delivered through existing vacancies: N/A Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. *May reduce depending on any ongoing rate liability Equality Impact Assessment Completed: Yes EIA No: 1123 Page 33
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF03 Saving Title Reduce Staffed Citizen Services Provision at Church Street Summary of Savings Proposal Citizen Services operates the Customer Contact Centre, Housing Repairs Contact Centre and provides a front of house service at the Council offices in Church Street, Dumbarton. There are two options to consider: Option 1 – Removal of staffed provision - £30k - Residents attending Church Street office in person would access support by using free telephones provided in reception to call the contact centre or, in emergencies, contact services directly. Option 2 – Move to part-time staffed provision - £15k - Face to face support would continue to be provided on a part time basis (i.e. 0930 – 1300 daily), with residents able to use telephones in reception outwith these times. Impact and Risk Associated with Proposed Savings Service Risk: All services would require to be more responsive to calls from reception and ensure a presence to attend where required. People Risk: Potential impact on 1FTE. Reputational Risk: An expectation exists that Church Street, as a public building, is accessible for face-to-face support. The current customer service staff are fully trained and direct people to a range of services. The number of residents presenting at Church St, has increased since the start of 2023. The impact could be mitigated through retaining part-time provision, by the introduction of signage in Church Street to highlight alternative ways of contacting the Council including using freephones in reception to call the contact centre or dial services direct in emergencies. There is a risk that people would continue to attend in numbers particularly given the building is open to the public from 8.30am to 5.30pm for social work. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 30 1 30 1 30 1 2 15 0.5 15 0.5 15 0.5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1113 Page 34
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF09 Saving Title Reduce Contact Centre Summary of Savings Proposal The Council operates a general Customer Contact Centre and a Housing Repairs Contact Centre. Each respond to over 3,000 telephone calls per week. Currently the general contact centre employs 11 FTE staff. Option 1 – Reduction of 1 FTE – Saving £30k - Number of employees would be reduced by one FTE. Alternative methods of contacting or reporting issues to the Council including via the website would continue to be promoted. Option 2 – Reduction of 2 FTE – Saving £60k - Number of employees would be reduced by two FTE. Alternative methods of contacting or reporting issues to the Council would continue to be promoted. Impact and Risk Associated with Proposed Savings Service Risk: The contact centre acts as a first point of engagement for a number of Council services with each member of the team answering an average of 300 calls per week. Each FTE reduction would reduce calls answered by this amount. A reduction by one FTE would increase average answer time to five minutes with peak call waiting upwards of 30 mins. A reduction by two FTE would increase average answer time to 10 mins with peak call wait upwards of 45 mins. People Risk: This option would impact on up to two FTE. Reputational Risk: There is a risk that people’s call behaviour does not change in spite of highlighting the digital first approach and wait times within the contact centre remain at current levels or increase. Changes in other services to deliver efficiencies can also increase call volume. Saving (Cumulative) Option 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 15 1 30 1 30 1 2 30 2 60 2 60 2 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1115 Page 35
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF10 Saving Title Reduce Community Budgeting Fund Summary of Savings Proposal The Community Budgeting Fund of £27,000 makes small grants available to community groups through a competitive bidding process. Groups can bid for grants of up to £2500 and the fund is delivered every two years to avoid groups becoming reliant, therefore it was not available in 2023/24 and is not scheduled to be open in 2025/26. Under this proposal the fund would cease. Impact and Risk Associated with Proposed Savings Service Risk: The removal of the fund would create capacity as currently resources are deployed for the planning and delivery of the fund which is delivered through participatory budgeting. People Risk: N/A Reputational Risk: This option would remove the Community Budgeting Fund and as such remove a method of small grant funding for groups. As the process takes place biennially, no expectation exists for community organisations to bid for funding in 2025/26, The participatory budgeting approach would continue to be promoted across the Council and support available to other service areas to distribute part of their budgets/funding through participatory budgeting. The Community Choices 1% Framework Agreement between COSLA and the Scottish Government commits to enabling local citizens to decide how 1% of local authority annual budget should be spent. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 27 0 27 0 27 0 Equality Impact Assessment Completed: Yes EIA No: 1122 Page 36
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF11 Saving Title Remove Community Engagement Budget Summary of Savings Proposal The Community Engagement budget of £22,000 support projects under the community empowerment agenda. This option would see the budget removed. Impact and Risk Associated with Proposed Savings Service Risk: The removal of the fund provides capacity as there would no longer be a need to manage, deliver or monitor the fund, however it would reduce the methods available to communities staff to engage and support groups People Risk: N/A Reputational Risk: The removal of the Community Engagement budget reduces the financial support available to groups. Groups would be directed to seek alternative funding although it is recognised the streams available to groups has reduced. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 22 0 22 0 22 0 Equality Impact Assessment Completed: Yes EIA No: 1120 Page 37
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2025/26 SAVING OPTION Chief Officer: Amanda Graham Saving Ref: CCF18 Saving Title Reduction in Arts and Heritage Summary of Savings Proposal The Arts and Heritage Team leads the development and delivery of all cultural activity, programming and learning across the authority. It is responsible for the operation of cultural venues; care and conservation of local, museum and fine art collections; support for genealogical and local research; and has statutory responsibility for the provision of archives. The service has 6.4 employees. Option 1 The team would reduce by 1.5 FTE, and a review of operations undertaken to identify which areas of work would continue. Option 2 The team would reduce by 3.0 FTE and a review of operations undertaken to identify which areas of work would continue. Risk Associated with Proposed Savings Service Risk: Aside from the reduction in the Arts and Heritage offer, there is a potential impact on the Libraries service as Arts and Heritage currently provides staffing in venues. The service works with and across other services including education and this would be diminished. The capacity to apply for external funding would also be limited. People Risk: Impact on up to 3.0 FTE who would be supported in line with Council policy. Reputational Risk: Given significant external funding for Glencairn House in particular, ongoing work to create a new Clydebank museum and commitments made around cultural projects, failing to adequately service and staff venues may impact on the Council’s reputation. Saving (Cumulative) Option 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 30 1.5 80 1.5 80 1.5 2 60 3 110 3 110 3 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1201 Page 38
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU02 Saving Title Reduce School Clothing Grant to Statutory Level Summary of Savings Proposal The Council pays £150 clothing grant to all eligible pupils, irrespective of which school sector they attend. This proposal would reduce the school clothing grant to the statutory level of £120 for primary aged pupils, and £150 for secondary aged pupils. Risk Associated with Proposed Savings Service Risk: This will have no direct impact on service delivery but will have an indirect impact on service users due to a reduction in funding. People Risk: No direct impact on FTE or staffing. Reducing funding provided to families may impact on the health and wellbeing of our most vulnerable families. Reputational Risk: Reputational damage to the Council. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 64 0 64 0 64 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1153 Page 39
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU03 Saving Title Reduce Education Maintenance Allowance to Statutory Level Summary of Savings Proposal Education Maintenance Allowance (EMA) provides financial support to eligible 16 - 19-year-olds who want to continue learning. The statutory amount for EMA is £30 per week. The Council increases the payment to £40 per week where a young person has 100% attendance. The Council also pay all registered Young Carers a further £10 per week. There are 64 pupils who are young carers and eligible to apply for EMA. This savings proposal presents three options. Option Description Saving (£,000) 1 Reduce the EMA payment to the statutory level of £30 per week, removing the £10 weekly additionality. 89 2 Remove the additional payment to young carers 25 3 Combine option 1 and 2 114 Risk Associated with Proposed Savings Service Risk: This will have no direct impact on service delivery but will have an impact on service users. People Risk: No direct impact on FTE or staffing. Reputational Risk: Reputation damage to the Council. Savings (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 59 0 89 0 89 0 2 16 0 25 0 25 0 3 75 0 114 0 114 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1154 Page 40
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU04 Saving Title Remove P6 Swimming Lessons Summary of Savings Proposal £14,150 of funding is allocated to provide free swimming lessons to children in primary 6 during term time. This option would remove that provision. Impact and Risk Associated with Proposed Savings Reputational Risk - Reputational damage as the Council has conducted local and national campaigns, as well as a multi-agency education programme since 2021 following the death of a primary-aged child from West Dunbartonshire in Loch Lomond in 2020. Service Risk - Increasing risk of disadvantage and inequity as many children are not supported to learn to swim by their parents. People Risk – N/A Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 14 0 14 0 14 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1217 Page 41
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU06 Saving Title Reduce Secondary School Management Time Summary of Savings Proposal The number of Depute Head Teachers (DHTs) is based in school roll. Due to the volume of management tasks associated with a secondary school, at the last restructure it was agreed the minimum allocation of DHTs would be 3, irrespective of roll. Presently, for every 250 young people on the school roll beyond 750, an additional DHT is provided. This proposal would increase the qualifying number to 300, reducing our secondary school DHT headcount by 3, resulting in a saving of £209,500. As school rolls presently stand, schools directly affected by this proposal would be Our Lady & St. Patrick’s High School, Clydebank High School and Vale of Leven Academy. Council can decide to change the allocation but agree that the staff reduction would only take place as and when vacancies arise which would allow the savings to be made but without removing any existing postholder from the role. Risk Associated with Proposed Savings Service Risk: This will have a direct impact on service delivery, as a reduction in the number of DHTs will affect the school’s ability to run and operate the school. It will have a direct impact on the school’s ability to undertake improvement activities, and an indirect impact on school attendance and attainment. An increase in the number of young people in a DHTs caseload will directly impact the quality of education provision. People Risk: This will have a direct impact on 3 FTE existing staff. It will also reduce the number of promoted opportunities for staff, which will have an indirect impact on recruitment and retention. Removing posts would require remaining postholders to have their jobs re-evaluated as they would be taking on additional responsibilities. This would potentially see an increase in costs and a reduction in the saving. The Scottish Government require the Council to maintain teacher numbers and have considered withholding funding in prior years if councils do not comply with this. There may be a risk to funding in the future depending on what the Scottish Government’s position is when the savings are realised. Reputational Risk: Secondary DHTs play a significant role in school improvement and in the day-to-day operation and maintaining of order and discipline in a school. Removing this will cause reputation damage to the council, which will be evident in attendance, attainment and positive destinations statistics. Saving Page 42
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As per SNCT agreements, any staff displaced would have their salary conserved for a period of 3 years, so any saving would not be realised until that period of conservation had ended, or until the member of staff left the service of the Council (if that was before the period of conservation ended). 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 0 0 0 0 0 0 2028/29 2029/30 2030/31 £000 FTE £000 FTE £000 FTE 140 3 210 3 210 3 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1155 Page 43
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU11 Saving Title Shared Head at Two ELCs Summary of Savings Proposal There are 3 Early Years settings within Whitecrook in close proximity to each other (Whitecrook Primary ELC, Whitecrook ELC and Clydebank ELC). Whitecrook ELC and Whitecrook Primary ELC operate on a term time basis and Clydebank ELC operates on a 52-week basis. Outwith term time, Clydebank ELC, accommodates a lower number of children, namely, vulnerable children identified from a range of local settings. Whitecrook Primary ELC is managed by the Head Teacher of Whitecrook Primary School, whereas Clydebank ELC and Whitecrook ELC are standalone settings each managed by a Principal Officer. Clydebank ELC and Whitecrook ELC are a short distance of 0.4 miles from each other and easily within walking distance. This proposal would delete one of the two Principal Officer posts and the services would operate under one Principal Officer. Clydebank ELC would provide provision for under 3s and Whitecrook ELC would provide provision for 3-year-olds and above. The settings would have the same leadership and transition arrangements. Current registration for these settings and occupancy shows there is capacity to facilitate these changes. Furthermore there is capacity within the three settings to meet current demand were Clydebank over 3s to access their provision in Whitecrook ELC or Whitecrook PS ELC instead. As this is an area of deprivation this would also mean there would be scope within Clydebank ELC to expand the eligible 2-year-old provision within the current 3-year-old space, if required at a later date. f There are potential opportunities to bring more cohesion through operating in this way and to support more eligible 2-year-olds. 3-year-olds who currently attend Clydebank ELC would have access to input from an Excellence and Equity Lead through this model which would support them in their attainment and work towards closing the attainment gap. As Clydebank operates on a 52-week basis it is proposed that, in the new model, the Principal Officer post would be a 52-week post. The total saving would be through deletion of the Principal Officer Term Time post equating to £47k. Impact and Risk Associated with Proposed Savings Service Risk - With the reduction of one Principal Officer the remaining Principal Officer would have responsibility for more staff and children than they currently have. However, there are similar sized standalone settings within the authority. People Risk – Two Principal Officers would be impacted with the deletion of 1 FTE Principal Officer post. Page 44
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Reputational Risk - Service users may perceive this post deletion as a dilution of the service. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 31 1 47 1 47 1 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1048 Page 45
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU12 Saving Title Review Mainstream School Transport Summary of Savings Proposal There is a statutory requirement on the Council provide transport to all pupils: • up to the age of 8 who live more than 2 miles from school • over the age of 8 who live more than 3 miles from school. Presently the Council provision exceeds this requirement by providing transport to schools for: ● Primary pupils who live more than 1 mile away from school ● Secondary pupils who live more than 2 miles away from school. This proposal presents two options to reduce expenditure on mainstream school transport. The ‘Schools (Consultation) (Scotland) Act 2010 would require a statutory consultation to take place, as either proposal would ‘discontinue arrangements for the provision of transport by the Council for pupils attending a denominational school’. Option 1 Reduce provision and provide transport to schools for: ● Primary pupils who live more than 2 miles away from school ● Secondary pupils who live more than 3 miles away from school. Costs would still be incurred for routes that were not deemed as ‘safe routes’. A statutory consultation on this proposal took place in 2023 - the outcome of which was negative. In undertaking the consultation, there were points raised that could have been made clearer, so repeating the consultation could clarify those issues. Option 2 Reduce provision to align with statutory requirement to transport all pupils up to the age of 8 who live more than 2 miles from school, and all pupils over the age of 8 who live more than 3 miles from school. Costs would still be incurred for routes that were not deemed as ‘safe routes’, and a number of primary school contracts for children up to the age of 8 (Linnvale, St. Eunan’s, Knoxland, St. Patrick’s, St. Mary’s (Duntocher), St. Mary’s (Alexandria) and Gartocharn) would be retained. Risk Associated with Proposed Savings Page 46
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Service Risk: Reducing the provision may have an adverse impact on school attendance, and would likely see an increase in road traffic at the start and end of the school day. People Risk: There are no direct FTE or people risks with this proposal. Reputational Risk: A statutory consultation brings risks of reputational damage to the Council with significant local attention and negative publicity. Savings 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 67 0 100 0 100 0 2 80 0 120 0 120 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1219 Page 47
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU14 Saving Title Align 1140 Hour Funding for 3 year olds with Statutory Guidance Summary of Savings Proposal In West Dunbartonshire some children are entitled to access 1140 funded hours from the month after their third birthday. This proposal would amend the starting date for these children to the term after their third birthday in line with the national statutory guidance. The current starting date for 3-year-old entitlement in WDC is outlined below: • Children who turn 3 between 1 March and the start of the August school term may start nursery from the start of the August school term. • Children who will be 3 between the start of the school term in August and the last day of February can start nursery the month after their 3rd birthday. Early Learning and Childcare Statutory Guidance states, ‘In terms of starting dates, under the 2014 Order eligible 2 year olds and all 3 year olds are eligible for funded early learning and childcare from the beginning of the first term after the child’s 2nd or 3rd birthday, as set out in the following table:’ Where a child’s birthday falls on or between the following dates: The child will become eligible from the term set out below: 1st March - 31st August August (autumn term) occurring in that year 1 September - 31 December January (spring term) following their birthday 1 January - last day of February March/April (summer term) following their birthday Aligning the WDC provision to statutory guidance would reduce the payment to partners as would the daily payment made to partners for meals and snacks. Children who are eligible 2-year-olds and already accessing provision would be exempt from this change. This amendment would only affect children who are eligible for 1140 hours when they turn 3 years old. There are two ways that this option could generate a saving. Option 1 - £93k saving - Align funded entitlement to the term after as per the Early Learning and Childcare Statutory Guidance. Option 2 - £136k saving - Align funded entitlement to the term after as per the Early Learning and Childcare Statutory Guidance and introduce a charge of £5 per hour for those families who wish to access a 3-year-old place within a WDC early learning and childcare setting from the month after the child’s third birthday. Page 48
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Based on current occupancy, should 10% of families choose to access their entitlement from the month after their child’s third birthday, income based on £5 per hour and a £3 meal charge for snacks and lunch per day, would be £43,207 making the total saving £136k (£93k plus £43k) No part year saving has been assumed for the charging element of option 2 to allow an opportunity to explore what interest for this option from families will be. Impact and Risk Associated with Proposed Savings Service Risk - None People Risk - None Reputational Risk - Working families who currently access nursery provision for the purpose of childcare, for children aged from 3 and under, would require to fund their own childcare for longer. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 62 0 93 0 93 0 2 62 0 136 0 136 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1050 Page 49
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU15 Saving Title Reduce School Music Instructors Summary of Savings Proposal The Instrumental Music Service (IMS) supports attainment, achievement, and positively impacts school and community life. It supports our young people working to gain SQA awards in music performance. It also provides performance opportunities for our children and young people playing at events throughout the west of Scotland. The Council employs 10.6 instrumental music tutors who provide 336 hours per week of one-to-one and group learning to 1,014 children and young people. In 2020/21, the Scottish Government abolished all charges for instrumental music education to ensure all children, irrespective of background, have access to music education. Whilst the Scottish Government provide some funding to support the abolishment of charges it does not cover the full-service cost as set out below £,000 2024/25 WDC Budget 669 2024/25 SG Funding (205) 2024/25 Net Cost to WDC 464 This option would save £30,000 by reducing the number of IMS staff thus reducing the number of children engaged in one to one and group tuition. Impact and Risk Associated with Proposed Savings Service Risk – reduction in the number of young people gaining SQA music practical qualifications and WDC Ensembles. Reputational Risk - reduced service could result in an unfair advantage for families who can afford private music tuition and disadvantage our most deprived pupils. There is national agreement that all children and young people should have access to instrumental music tuition, regardless of their financial circumstances (COSLA, 2019). People Risk - Saving to be achieved by termination of a fixed-term contract. Saving 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 30 0.6 30 0.6 30 0.6 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Page 50
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Equality Impact Assessment Completed: Yes EIA No: 1161 Page 51
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU20 Saving Title Remove Secondary School Registration Summary of Savings Proposal Secondary schools use 10 minutes at the start of each day for registration, before young people attend lessons. Year groups are divided into registration groups of approximately 30 young people. It would be possible instead to run ‘period by period’ registration, and remove the 10-minute slot each day, and the associated need to staff this provision with teaching staff. This time is largely used for administrative purposes, that could be undertaken through different means. Risk Associated with Proposed Savings Service Risk: Latecoming is an issue that schools work hard to combat. Without registration, latecoming would impact further into teaching time, which would impact on attendance, and may impact on attainment and positive destinations. Registration is often referred to as ‘first line pastoral care.’ Without registration young people will see a reduction in the people they feel they can turn to for help and support. People Risk: There would be a reduction of 8.8 FTE across secondary schools The Scottish Government require the Council to maintain teacher numbers and have considered withholding funding in prior years if councils do not comply with this. Previously savings taken by the Council were accepted as mitigation by Scottish Government and the Council were not penalised for the reduction in teacher numbers, however in December 2024 Scottish Government expressly stated the Council must maintain and/or restore teacher numbers to 2023/2024 levels or financial penalties would be imposed. For the Council, the teacher number we are expected to maintain/restore is 938 teachers. In the 2024/2025 Census, our teacher number was 901. It is therefore a risk that savings that reduce teacher numbers may result in financial penalties being imposed by the Scottish Government. The initial Scottish Government allocation to local authorities to support the recruitment of additional teachers and support staff which could be withheld if teacher numbers are not maintained is £186.5 million. The Council’s share of this is £3.3m. There is no guarantee that mitigation will be accepted in future years, nor is there clarity from Scottish Government over whether full or partial funding may be withheld. Reputational Risk: Any reduction in teacher numbers carries reputational risk, as we are tasked by Scottish Government to maintain teacher numbers. Savings 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 383 8.8 572 8.8 572 8.8 Page 52
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FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1158 Page 53
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU21 Saving Title Review Secondary School Common Senior Phase Timetable Summary of Savings Proposal There are three curriculum models running across five schools. This proposal would introduce a common model across all five schools, aligning the offer to young people and establishing a minimum class size of 12 for any course. Where schools are unable to meet the minimum class size, pupils could attend another school to study the course. This approach is presently on offer in a number of our neighbouring authorities. A common timetable would result in requiring fewer teachers to deliver it, as class sizes would be optimised. Not taking the full saving could result in increasing the offer of courses, providing a wider variety of options for our young people. Due to the timescale to develop a model for a common timetable and consult on the proposal, implementation would not be until school session 2026/27 where a part year saving would be realised. Risk Associated with Proposed Savings Service Risk: Reducing the number of teachers employed in our secondary schools will impact on the breadth of courses offered in each establishment. Having to travel to another school would be a barrier for some young people choosing a subject, and would introduce a cost to the Council for transportation. This could directly impact attainment and positive destinations. People Risk: This would have a direct impact on 5 FTE. The Scottish Government require the Council to maintain teacher numbers and have considered withholding funding in prior years if councils do not comply with this. Previously savings taken by the Council were accepted as mitigation by Scottish Government and the Council were not penalised for the reduction in teacher numbers, however in December 2024 Scottish Government expressly stated the Council must maintain and/or restore teacher numbers to 2023/2024 levels or financial penalties would be imposed. For the Council, the teacher number we are expected to maintain/restore is 938 teachers. In the 2024/2025 Census, our teacher number was 901. It is therefore a risk that savings that reduce teacher numbers may result in financial penalties being imposed by the Scottish Government. The initial Scottish Government allocation to local authorities to support the recruitment of additional teachers and support staff which could be withheld if teacher numbers are not maintained is £186.5 million. The Council’s share of this is £3.3m. There is no guarantee that mitigation will be accepted in future years, nor is Page 54
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there clarity from Scottish Government over whether full or partial funding may be withheld. Reputational Risk: - Negative response from parents/carers/staff due to perceived benefits of their existing model Savings 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 0 0 214 5 214 5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1159 Page 55
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU22 Saving Title Secondary School Staffing Summary of Savings Proposal There are approximately 600 young people attending college or partner providers for part of their school week (either 2 afternoons per week, or 4 afternoons per week for college - a small number of young people have different attendance patterns with partner providers). The number of young people attending partner providers can fluctuate each year, based on course uptake. Staffing is determined by school roll, but it is not reduced to account for the number of young people being educated elsewhere. This proposal would seek to reduce staffing accordingly. Based on current rolls with college and other partner providers, this would equate to 7.8 FTE, spread across 5 secondary schools. Risk Associated with Proposed Savings Service Risk: Reducing the number of teachers employed in our secondary schools will have a direct impact on the breadth of courses offered. The number of young people attending partner providers fluctuates each year. If there were fewer young people attending partner providers, we would require the staffing to be in our schools to teach the young people. Fewer young people studying courses with partners would directly impact attainment and positive destinations. People Risk: This would have a direct impact on 7.8 FTE teaching staff. The Scottish Government require the Council to maintain teacher numbers and have considered withholding funding in prior years if councils do not comply with this. Previously savings taken by the Council were accepted as mitigation by Scottish Government and the Council were not penalised for the reduction in teacher numbers, however in December 2024 Scottish Government expressly stated the Council must maintain and/or restore teacher numbers to 2023/2024 levels or financial penalties would be imposed. For the Council, the teacher number we are expected to maintain/restore is 938 teachers. In the 2024/2025 Census, our teacher number was 901. It is therefore a risk that savings that reduce teacher numbers may result in financial penalties being imposed by the Scottish Government. The initial Scottish Government allocation to local authorities to support the recruitment of additional teachers and support staff which could be withheld if teacher numbers are not maintained is £186.5 million. The Council’s share of this is £3.3m. There is no guarantee that mitigation will be accepted in future years, nor is there clarity from Scottish Government over whether full or partial funding may be withheld. Reputational Risk: Negative response from parents/carers/staff Savings Page 56
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2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 312 7.8 468 7.8 468 7.8 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1160 Page 57
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU23 Saving Title Education Senior Phase Transport Summary of Savings Proposal Approximately 600 Senior Phase pupils are transported per week to attend classes in other schools and colleges. The majority are by bus to West College Scotland in Clydebank, but some are via taxi to neighbouring schools or colleges in Glasgow or Paisley. Some also attend college in Glasgow via train. Transport is provided to ensure the young person arrives at the venue in time for class. However the return journey could be removed, requiring the young person to make their own way home via public transport using their U22 Travel Pass. This proposal presents three options. Option 1 (£37k) - Remove all return journeys requiring all young people to travel home via public transport. Option 2 (£22k) - Remove consortium return journeys only, requiring young people attending another school to travel home via public transport. Option 3 (£15k) - Remove West College Scotland Clydebank return journeys only, requiring young people attending West College Scotland Clydebank Campus to travel home via public transport. Risk Associated with Proposed Savings Service Risk: Requiring young people to make their own way home will have an impact on uptake of college and consortium courses. This may impact on attainment and positive destinations of our young people. People Risk: None. Reputational Risk: - Local bus provision may not align with the volume of young people looking to make use of it at the end of the school day which may would present a capacity challenge for First Glasgow. Some courses/locations would still receive transport both ways (Cardonald and Anniesland colleges are too complex to travel to from certain areas of WDC without taking train travel for which there is no U22 equivalent), so removing transport from some could be seen as inequitable. Savings 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 24 0 37 0 37 0 2 14 0 22 0 22 0 3 10 0 15 0 15 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1152 Page 58
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2025/26 SAVING OPTION Chief Officer: Laura Mason Saving Ref: EDU24 Saving Title Charge for Instrumental Music Tuition Summary of Savings Proposal Income could be generated by charging young people for one to one and small group music tuition. Of the 1,014 pupils currently accessing this service, 22% are living in families in receipt of out of work benefits and would not be charged for this service. Assuming that 10% of those who would be eligible and willing to pay for tuition choose to do so, the following three charging options are proposed: 1. Option 1: £30/hour x 40 weeks 2. Option 2: £15/hour x 40 weeks 3. Option 3: £5/hour x 40 weeks These charging options do not cover the full service costs. In 2020/21, the Scottish Government abolished all charges for instrumental music education to ensure all children, irrespective of background, have access to music education. The Scottish Government Funding supplements the local authority costs and is intended to ‘allow local authorities to maintain the existing level of free instrumental music tuition and enhance music services where possible’ (Scottish Government, Funding Letter March 2024). The funding is not intended to cover the full cost of the Council’s instrumental music service but was instigated to provide free curriculum experiences and remove charging models in place in some Council’s prior to 2021. £,000 2024/25 WDC Budget 669 2024/25 SG Funding (205) 2024/25 Net Cost to WDC 464 The rationale to charge for music tuition is to generate income for the Council and could result in limiting any cuts to the instrumental music service. However, balancing this positive against the potential negative public perception of charging to provide curriculum is high risk; as is the risk of Scottish Government removing funding stream to the local authority. Impact and Risk Associated with Proposed Savings Service Risk: A charging regime has a risk of challenge as a local policy decision to charge pupils departs from the national policy intent of free access to music education. There is no statutory obligation on the Council to provide free instrumental music tuition. However, there is a statutory obligation to deliver an education service in line with Curriculum for Excellence which entitles children and young people to receive a comprehensive and equitable education, tailored to meet their individual needs and aspirations. Page 59
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In 2020/21, the Scottish Government abolished all charges for instrumental music education to ensure all children, irrespective of background, have access to music education. Since 2021, Scottish Government has provided funding to support the removal of fees for instrumental music tuition. The funding supplements the local authority costs and is intended to ‘allow local authorities to maintain the existing level of free instrumental music tuition and enhance music services where possible’ (Scottish Government, Funding Letter March 2024). Government communication to local authorities (16 Feb 2022) regarding revenue funding for the curriculum states that the policy aims to “remove charges sometimes levied on children and young people in primary and secondary schools for participation in core curriculum subjects.” The scope of the funding includes activities associated with preparation for SQA qualifications in the senior phase and optional instrumental music tuition, which is covered under a separate manifesto commitment. Reduction in service uptake may result in potentially talented students missing out on opportunities to develop their skills due to financial constraints and a possible reduction in the number of students gaining SQA music practical qualifications. Reputational Risk - Charging for music tuition will disproportionately affect low- income families, limiting access to music education for those who cannot afford it. This is contrary to the local Child Poverty Action Plan. People Risk: No impact on staff Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 - £30 per hour 80 0 120 0 120 0 2 - £15 per hour 40 0 60 0 60 0 3 - £5 per hour 13 0 20 0 20 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1162 Page 60
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2025/26 SAVING OPTION Chief Officer: Peter Barry / Gail Macfarlane Saving Ref: HE01 Saving Title Reduce Modern Apprenticeship investment Summary of Savings Proposal The Apprenticeship Investment Fund meets the initial salary costs for new apprentices in their first year of training. It is funded through a £200,000 from the general fund and £50,000 from the cost-of-living fund, committed for four years from 2023/24 to 2026/27. The option proposes a £20,000 reduction in general fund support each year from 2025/26 to 2027/28. Total cumulative reduction of £60k. The fund serves three inter-related purposes: • To underpin the Council’s workforce development, supporting service departments to employ apprentices (workforce of the future). • To assist the Council to meet its commitment of supporting young people from West Dunbartonshire to secure good quality employment. • To coordinate work across the Foundation Apprenticeship Scheme (school pupils making the transition to work), the Modern Apprenticeship Scheme (industry standard skills and qualifications) and in-work progression (support to develop skills for people who are in-work and want to progress by obtaining industry standard qualification, secure promoted posts). In 2027/28 the cost-of-living support will cease (£50,000) and the table sets out the detail of the availability of funding: Year General Fund (£000) Cost of Living (£000) Total WDC (£000) General Fund Saving (£000) Apprenticeship Numbers 2024/25 200 50 250 29 2025/26 180 50 230 20 25 2026/27 160 50 210 40 21 2027/28 140 0 140 60 16 In total by 2027/2028 the apprenticeship investment fund will be reduced from its current level of £250,000 a year to £140,000 with £60,000 of the reduction being from the general fund. Apprenticeship places would be reduced from supporting 29 in 2024/25 to 16 in 2027/28. Impact and Risk Associated with Proposed Savings Service Risk: The proposal will reduce support for apprentices. There is a need to ensure apprentices comply with training and qualification standards set out in the industry frameworks. This incurs a cost which is met through competitive contracts with Skills Development Scotland secured by Working4U. These funds are only available if we achieve the expected number of apprentice starts. Future funding for Page 61
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apprentice wages and associated accreditation/training costs would have to be identified by services seeking to employ new apprentices. People Risk: The direct impact is the reduction in the number of apprentices over three years. The indirect impact is the potential loss of Skills Development Scotland contracts that meet the training and accreditation and associated staff costs to deliver the training. Reputational Risk: The Council has a well-established apprenticeship support structure which has contributed to achievement of workforce development aims and provided access to good quality jobs and training. This option risks reducing a pathway to good quality employment. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 20 0 40 0 60 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1040 Page 62
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2025/26 SAVING OPTION Chief Officer: Peter Barry / Gail Macfarlane Saving Ref: HE02 Saving Title Reduce Working4U Summary of Savings Proposal Working4U has 83 employees (67 Full Time Equivalents). Of these: • 37 (32 FTE) are funded by the Council • 46 (35 FTE) are funded by external grants (these are primarily, but not exclusively, employability service staff). This option below sets out a proposed reduction in number of employees funded by the Council of between 4.5FTE and 18 FTE. Option 1 - Reduction of 4.5 FTE - saving £206,000. Option 2 - Reduction of 9 FTE - saving £412,500. Option 3 - Reduction of 14 FTE - saving £619,125. Option 4 - Reduction of 18 FTE - saving £825,500. Working4U had gross expenditure of £5,692,546 in 2023/24. £1,655,000 of the £5,692,546 is provided by West Dunbartonshire Council General Fund. Funding has been awarded by external agencies for ring-fenced activity that is managed and delivered by Working4U. This includes funding from the Scottish Government Employability (No One Left behind) and UK Gov grants (UKSFPF); Macmillan Cancer Funds; and SDS grants to deliver apprenticeship training). External funds are ring-fenced for specific eligible activities; predominantly employability support for working age residents. Grant conditions stipulate the need for: strategic and operational delivery plans; partnership management and working with the third sector through the provision of grants and contracts; the development of assurance/risk management frameworks; service quality assurance; and extensive progress and finance monitoring and reporting (grant lifecycle management). This includes the direct delivery of community-based learning activities that are not directly linked to securing employment (adult literacy and numeracy, support for people with additional special needs and ESOL) and the provision of debt and benefits advice. In total the controllable staff complement is 18fte. Impact and Risk Associated with Proposed Savings Service Risk: Each option will reduce the number of employees available to deliver W4U services including adult and community-based learning, benefit/debt advice and to support people into employment and apprenticeships. It would also impact on the capacity to apply for ad hoc external funding. Recent examples of funding secured include for initiatives to test new ideas to address child poverty and to reduce the reliance on food banks and assist with the rise in cost-of-living. Should option 4 be progressed the team would deliver services funded by external agencies with a focus on employability support; assisting working age adults who have expressed the aim of securing employment. Page 63
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People Risk: Up to 18 FTE employees could be impacted. Reputation Risk: The Council has established a range of services for people who are most disadvantaged and a number of individuals and groups have come to rely on the services to overcome poverty. The option would reduce capacity to apply for external funding and could lead to the loss of opportunity for securing additional income/benefits for residents. A reduction in service provision and in turn the support offered carries a reputational risk. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 103 4.5 206 4.5 206 4.5 2 206 9 412 9 412 9 3 309.5 14 619 14 619 14 4 412.5 18 825 18 825 18 FTE impact delivered through existing vacancies: 0 Equality Impact Assessment Completed: Yes EIA No: 1032 Page 64
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2025/26 SAVING OPTION Chief Officer: Peter Barry Saving Ref: HE03 Saving Title Reduce Temporary Accommodation Furniture Budget Summary of Savings Proposal Under this option, plans to retire 18 temporary accommodation homes in 2025/26 would be delayed until 2026/27. If the plans had progressed in 2025/26, £1,000 per home would have been required to pay for white goods for 18 new temporary accommodation units. The cessation of the rotation of the temporary accommodation homes would reduce planned expenditure by £18k in 2025/26. This would not be recurring as the planned activity would be reprofiled into 2026/27. Impact and Risk Associated with Proposed Savings Service Risk: The proposal would be contrary to a service commitment made to the Council in terms of the rotation of the units, however as the proposed cessation is for a single year it would mean the proposed activity would take a year longer than anticipated. The cessation may negatively impact on the housing access system and, in terms of the Council being in a housing emergency, may lead to longer stays in temporary accommodation, however this will be managed by the Housing Options service. People Risk: No FTE impact Reputational Risk: Proposal may be viewed negatively by neighbouring tenants and residents through the continued use of a neighbouring home as temporary accommodation, though it should be noted the management of temporary accommodation is off a high standard and any concerns are resolved timeously. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 18 0 0 0 0 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1064 Page 65
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2025/26 SAVING OPTION Chief Officer: Peter Barry Saving Ref: HE04 Saving Title Reduce CCTV Service Summary of Savings Proposal The CCTV service provides monitoring and surveillance to prevent and detect anti- social and criminal behaviour, promoting safety and wellbeing within communities. The team has 7 FTE employees and operates 24/7, 365 days per year providing coverage via 407 cameras located throughout West Dunbartonshire. In 2024 there were 2,080 incidents until December 2024, an average of six incidents per day, recorded with the nature of them being wide ranging and include large scale disturbances, violence/assaults, theft, vulnerable persons, Anti-Social Behaviour, domestic abuse, drugs, vandalism, fires, road traffic and public nuisance. There are four options to consider Option Impact FTE Impact Saving (£,000) 1 Delete 1 Development Officer CCTV and fund an additional CCTV operative. Saving of £11,000 is difference in two salaries. Minor reduction in resilience. 1 11 2 Delete 1 Development Officer CCTV and 1 CCTV Operator. Restructure of service provision with reduced monitoring provision. There would be live CCTV monitoring 7 days per week between 12pm and midnight. 2 62 3 Delete 1 Development Officer CCTV and 3 CCTV Operators. Restructure of service provision with limited monitoring provision remaining. There would be no real time CCTV monitoring provision. 4 120 4 Delete 1 CCTV Supervisor and 4 CCTV Operators. Restructure of service provision with no monitoring provision remaining. There would be no real time CCTV monitoring provision. 5 144 Impact and Risk Associated with Proposed Savings Service Risks - There is a risk of increased crime or Anti-Social Behaviour due to reduced ability to prevent and detect crime in communities. Also reduced capacity to provide evidence for court proceedings. There is an increased risk of Anti-Social Behaviour / criminal incidents, going undetected as CCTV supports the Council’s Anti-Social Behaviour Team and Police Scotland. Page 66
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People Risk: Loss of 1-5 FTE depending on option taken Reputational Risk: Given the level of capital investment from UK Government and the HRA, reduction in CCTV operation poses a reputational risk as any periods of unmanned CCTV increases the risk of missing real time opportunity to capture serious Anti-Social Behaviour / Criminal activities. Risk of residents feeling loss of wellbeing, safety and confidence. Saving 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 6 1 11 1 11 1 2 31 2 62 2 62 2 3 60 4 120 4 120 4 4 72 5 144 5 144 5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1166 Page 67
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2025/26 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: PT12 Saving Title Reduce Corporate Administration Support Summary of Savings Proposal The Corporate Administration Support (CAS) team provides administrative support across all Council service areas, excluding schools and the Health and Social Care Partnership (HSCP). CAS currently has 85.4 FTE employees. Option 1 – Reduction of 1 FTE - saving £33k The number of employees would be reduced by one FTE and tasks undertaken by the team reviewed as a result. Option 2 – Reduction of 3 FTE- saving £91k The number of employees would reduce by three FTE with a review of tasks undertaken by the team reviewed as a result. Risk Associated with Proposed Savings Service Risk: Option 1 will have a minimal impact on services as administrative tasks will not cease however the reduction in resources may result in longer processing times. Option 2 will see cessation of payroll support tasks and FOI support for all areas, except Education where FOIs will continue to be distributed to services to complete the processing and issue. People Risk: The options will be delivered through a combination of Voluntary Early Retirement/Voluntary Severance and vacancies. Reputational Risk: The cessation of support for payroll tasks and FOIs will impact on the responsiveness of individual service areas. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 33 1.2 33 1.2 33 1.2 2 91 3 91 3 91 3 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1149 Page 68
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2025/26 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: PT14 Saving Title People & Change Team Restructure Summary of Savings Proposal The proposal is to restructure the People & Change team, reducing the number of posts and delivering compliance with the Council’s Strategic Operating Model. This will be delivered as part of a wider service review of the People and Technology service. Impact and Risk Associated with Proposed Savings Service Risk: Current strategy and programmes are in place to 2027 so will have a lesser impact in the short term. Future risk will be a reduction in resource and consequential impact on ability to respond to service demand, longer delivery times as well as loss of experience from team. People Risk: The team will reduce by 1.6 FTE including a management role in HR and 0.6 FTE specialist Health & Safety role. Re-aligning the team ensures compliance with the operating model and secures a lighter but still focussed, delivery model. Reputational Risk: While unlikely as a direct consequence of this release, fewer senior HR professionals will have an impact on resource including for claims and litigation. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 62 1.6 97 1.6 97 1.6 FTE impact delivered through existing vacancies: 1.0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1059 Page 69
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2025/26 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: PT15 Saving Title Reduce Organisational Development Summary of Savings Proposal As part of a wider service review 1FTE Organisational Development (OD) post would be removed and remaining OD employees would be realigned under one of the People & Change Partners within Strategic HR. Impact and Risk Associated with Proposed Savings Service Risk: There will be less development and bespoke work/support for learning and development. Current programmes will be maintained. There are moves nationally to progress a more joined up training offering covering digital and leadership which could potentially mitigate to some degree. People Risk: The management of this speciality will merge with another specialist role (HR) although there will be a reduction in resource. Reputational Risk: N/A Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 60 1 60 1 60 1 FTE impact delivered through VER: 1 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No:1058 Page 70
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2025/26 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: PT18 Saving Title Outsource Print Room Summary of Savings Proposal Currently the Council has an in-house printing service for essential, non-avoidable print jobs. The service costs £177k inclusive of staffing (2.5 FTE), equipment and consumables. This is in addition to spend incurred by individual services for printing with external printers. Under this proposal, printing would be outsourced delivering a saving of circa £50k (difference between internal costs and estimated outsourcing costs) per year. Services requiring approved printing would send to the external printer via their devices to be actioned. External printing and enveloping is already in place for Council Tax notices and the model has operated successfully. Risk Associated with Proposed Savings Service Risk: Potential risks for service delivery which would arise from the change can be effectively managed through careful planning, proactive measures, and the establishment of a service level agreement (SLA). There is a risk costs may be higher than projected however should the proposal be approved, a procurement exercise would be undertaken before any final decision is made to outsource. People Risk: The option will result in potential displacement of 2.5 FTE. Reputational Risk: Any proposal to outsource services carries a reputational risk. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 25 1.25 50 2.5 50 2.5 FTE impact delivered through existing vacancies: 0 Equality Impact Assessment Completed: Yes EIA No: 1183 Page 71
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2025/26 SAVING OPTION Chief Officer: Victoria Rogers Saving Ref: PT20 Saving Title Reduce ICT Team Summary of Savings Proposal Information, Communications and Technology (ICT) provides centralised services across the Council and partnerships, including Health and Social Care Partnership, West Dunbartonshire Leisure Trust and Valuation Joint Board. The service includes delivery and support of network infrastructure to provide access to critical business systems such as finance, social care, housing, and desktop office applications such as MS Teams, email and office 365 suite. In addition, ICT delivers and supports technology across all educational establishments. The team are currently migrating council employees to MS 365 & SharePoint/One Drive, implementing an Artificial Intelligence note taking solution, delivering hybrid working solutions and improving desktop application access for employees. In addition, the ICT network team are currently rolling out a new SWAN2 wide area network project which will deliver fit for future bandwidth capacity at all council locations, upgrading internal and external firewalls to improve the cyber security posture, and planning the replacement of a council wide telephony system which includes a new contact centre solution to enhance citizen communication. ICT currently employs 55 FTE, including 7 employees funded by capital. Option 1 – Reduction of 2 FTE - saving £84k Option 2 – Reduction of 4 FTE - saving £168k Risk Associated with Proposed Savings Service Risk: Any reduction in ICT resource would impact the provision of support available to employees and across all services and partnerships. This impact is likely to include delays in the response to and resolution of device issues and ICT incidents, result in patching and updates during working hours thereby increasing disruption and will risk service delivery across the Council. Capacity to deliver capital projects would be reduced and additional costs could be incurred for consultancy as a result. There is also potential for increased exposure to threat and reduced capacity to respond to incidents. People Risk: There are 2 options presented, ranging from reduction of 2 to 4 FTE. Reputational Risk: Although ICT is not statutory, it supports statutory services. The Council cannot function without the ICT service and any reduction would impact on services, system provision, security, and response. Saving (Cumulative) 2025/26 2026/27 2027/28 Page 72
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Option £000 FTE £000 FTE £000 FTE 1 42 2 84 2 84 2 2 84 4 168 4 168 4 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1176 Page 73
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES01 Saving Title Reduce External Funding Summary of Savings Proposal The Council’s general fund provides funding to a range of external groups/organisations to help pay for a range of services/activity. There is scope to either fully remove or reduce this funding in 2025/26 or on a phased basis over a number of years. The table below sets out the groups currently in receipt of funding from the general fund, a summary of what the funding is provided for and any other additional funding they receive from the Council or HSCP or in-kind support from Council Officers. Group Reason for Funding General Fund 2024/25 (£) Other Funding / Support West Dunbartonshire Community & Volunteering Services Voluntary Grant funding for social transport (£50k), play schemes and running costs (£25k). 75,000 N/A YSortIt Engage with young people in a variety of ways, including the provision of issue based workshops, personal development, group work, support to achieve accreditation, and assist the development of healthy lifestyles and facilitate participation in community projects. 87,820 £39,000 of transition funding from Cost-of-Living Fund which expires in 2026/27. Benefit from concessionary rental at Bonhill Community Centre since 2021 (£1 if asked). Market rate would be £15,000. Discussions ongoing regarding rental with a further two years rent free proposed and stepped rental thereafter. YSortIt Education Specific - Care connections and community mentoring supports for children and young people who are care experienced. Supports out of school learning and mentoring 76,000 £189,000 of HSCP funding to provide advocacy and support for Young Carers Page 74
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Antonine Sports Centre Provide access to sports and community facilities in Duntocher 74,516 Benefit from concessionary rental leases at two properties. o Antonine Sports Centre concessionary rental of £5 per annum. Market rate would be £80,000 o Glenhead Community Centre concessionary rental of £1 per annum. Market rate would be £24,000. Clyde Shopmobility Deliver a mobility scooter, manual and powered wheelchair service to residents from its base in Clydebank Shopping Centre 47,760 N/A Clydebank Asbestos Group Support running costs related to the provision of support, advice and information for victims of asbestos and their families 21,560 N/A Woman’s Aid (Clydebank and Dumbarton) Support running costs related to the provision of support and information to women, children and young people experiencing domestic abuse 250,000 N/A Lomond and Clyde Care & Repair Support to private homeowners to help them apply for grant funding via the Council for medical adaptations or essential repairs. 41,000 £164,210 of HSCP funding to provide repairs service and keypads for carer entry to HSCP clients. WD Citizen’s Advice Bureau Support for debt and benefit advice and consumer rights. 221,583 £40,000 received from Dumbarton Common Good. Community Wellbeing Fund Recurring budget of £20k to support community groups with up to £2,000 for hall and facility hire. 20,000 N/A Total 915,239 Page 75
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Some indicative options for consideration are set out in the table below however other options can also be considered. Note the indicative options assume all groups are considered for reductions and treated equally. It would also be possible to apply different percentage savings to groups on an individual basis. Option Cumulative Saving (£) 2025/26 2026/27 2027/28 Fully remove funding in 2025/26 915,239 915,239 915,239 Phase out funding over two years 457,620 915,239 915,239 Phase out funding over three years 305,080 610,159 915,239 Impact and Risk Associated with Proposed Savings Service Risk: There is a possibility the removal of funding might place a further demand on some Council services if the Community Group For example if an affected group supports individuals who would otherwise seek support from other Council services. People Risk: None Reputational Risk: There would be a reputational risk to the Council as reduction in funding to any of these groups would have a detrimental impact on the support service they provide to communities across West Dunbartonshire. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 – Remove in Year 1 915 0 915 0 915 0 2 – Phase 2 Years 458 0 915 0 915 0 3 – Phase 3 years 305 0 610 0 915 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1229, 1230, 1231, 1232, 1233, 1234, 1236, 1238, 1242 Page 76
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES05 Saving Title Reduce Council Tax and Benefits Service Summary of Savings Proposal The Council Tax team is responsible for maintaining the Council Tax database, completing registration of new Council Taxpayers, administering discounts and exemptions processing sequestrations/trust deeds and processing refunds. This is the key to ensuring a high Council Tax collection rate. This option would remove 0.5 FTE in 2026/27 saving £14,000. There is no saving proposed for 2025/26 as the team are part of a Scottish Government data sharing pilot with work beginning during the next financial year. Risk Associated with Proposed Savings Service Risk – Reduction in team may result in an increased backlog and delays in resident’s discounts and/or exemptions being applied and in registration of new taxpayer accounts. People Risk: 0.5 FTE impact in 2026/27 with no vacancies at current time. Reputational Risk - Delays in processing times for registration, discounts and/or exemptions could result in increased complaints being received. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 0 0 14 0.5 14 0.5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1173 Page 77
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES06 Saving Title Reduce Corporate Debt Team Summary of Savings Proposal The Corporate Debt Team are responsible for rent, council tax, sundry and non- domestic rates debt collections which are key income streams for the Council. They also complete court actions for recoveries of these debts. In terms of outstanding debt, the service currently manages a rent arrear caseload of 3,545 current and 585 former tenants (£3m), 10,000 Council Tax summary warrants (£7m), £10m of sundry debt and £3m of Non-Domestic Rates warrants. The team also carry out preventative work to avoid debts being created for residents and other ad-hoc tasks required to be completed during the year, which includes over 6,000 annual rent verifications on DWP’s universal credit portal and providing a telephone and counter service for residents. The service receives around 22,200 calls per year. This option would remove 2 FTE from the team in 2025/26 increasing to 3 FTE in future years. Risk Associated with Proposed Savings Service Risk - Any reduction to the Corporate Debt Team section would impact on the Council’s income collection. People Risk – Two FTE impact increasing to 3 in 2026/27 with vacancy at the current time. Reputational Risk: Reputational risk to council / risk of negative publicity if debt write offs level increase. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 44 2 67 3 67 3 FTE impact delivered through existing vacancies: 1 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1172 Page 78
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES08 Saving Title Reduce Caretaker Summary of Savings Proposal There are three caretakers (one full time and two part time) covering Lomond Trade Centre, Leven Valley Enterprise Centre, Artizan Centre and Clyde Street Business Centre, Clydebank. The team provides a caretaking provision at each location which includes caretaking, general janitorial duties, fire alarm testing, cleaning duties at three of the four locations (none at the Artizan) and reporting any arising maintenance issues. The full-time caretaker covers Leven Valley Enterprise Centre and Artizan Shopping Centre, splitting his day between the locations as required over a 37-hour week. During holiday periods and sickness absence an external contractor provides cleaning/cover on an hourly basis. This is charged at £24.50 plus VAT per hour. This option would remove 1.02 FTE which equates leaving 1 FTE across the four locations. Impact and Risk Associated with Proposed Savings Service Risk: It is anticipated that there will be minimal impact on service delivery across the four locations. This option would require use of an external contractor during periods of annual leave and sickness across three of the locations. People Risk: 1.02 FTE will be displaced as a result of this saving option which equates to two employees. Reputational Risk: It is anticipated there will be minimal reputational risk. Communications will require to be issued to tenants to confirm changes. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 24 1.02 32 1.02 32 1.02 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1205 Page 79
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES12 Saving Title Reduce Elderly Welfare Grant Summary of Savings Proposal The Council currently offers £15 per year in Elderly Welfare Grants to all West Dunbartonshire residents over the age of 67. The budget for this grant is £110,000. Individuals have the option to have funding paid to themselves or allocated to a group they are involved with for use for a social event. Last year approximately £88,000 was paid to individuals and groups. Administration of this fund involves significant manual intervention for a range of services. Officers must verify applications, pay £15 to each applicant, and manage discrepancies including failed bank transfers. The Council relies on individuals to update personal records. When information is not kept up to date it can lead to a significant additional workload. In addition to the £110,000 saving, a further £10,000 could be saved from year two on costs associated with issuing remittance advice to each individual. This £10,000 saving would not be realised in year one as the Council would require to notify in writing those currently in receipt of the grant that it is no longer available. There are two options for this proposal. Option 1 – Cease payment of these grants with a percentage of the saving redirected to an external body to support charities who focus on supporting the elderly. For the purposes of this template a 50% redirection has been costed however there would be flexibility to consider a different percentage. Option 2 – Cease payment of these grants with none of the saving redirected. Impact and Risk Associated with Proposed Savings Service Risk: N/A People Risk: N/A Reputational Risk: General risk of criticism for removing grants to elderly citizens. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 55 0 60 0 60 0 2 110 0 120 0 120 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1221 Page 80
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES14 Saving Title Reduce Housing Benefit and Council Tax Team Summary of Savings Proposal The Council’s Housing Benefit (HB) & Council Tax Reduction (CTR) team administers HB and CTR applications and change in circumstances, manages and processes Free School Meal (FSM) & Clothing Grant (CG) applications and also manages the Discretionary Housing Payment (DHP) Scheme and Overpayment Recoveries for HB for the Council. The table below summarises the team’s annual workload. HB & CTR applications 1,975 HB & CTR change in circumstances 29,121 HB Subsidy Paid £31.9m FSM & CG applications 4,251 DHP applications 4,741 Value of DHP awards £2.9m Overpayments identified in year £0.875m This option would reduce the team by 0.5 FTE saving £16,000 per annum. Risk Associated with Proposed Savings Service Risk – Reductions in HB and CTR processing resource may impact on the welfare support delivered to residents. It is estimated that average processing times for new claims would increase from 12 days to 18 days and changes in circumstances would increase from 4 days to 6 days. People Risk - 0.5 FTE impact with no vacancies a current time. Reputational Risk - Reputational risk to council / risk of negative publicity if there are delays processing benefits to residents. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 16 0.5 16 0.5 16 0.5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1174 Page 81
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES16 Saving Title Reduce Community Council Funding Summary of Savings Proposal The Council’s general fund provides £14,000 of funding to Community Councils as a flat rate £750 administration grant plus a per capita allowance. The Council is required by statute to support community councils. In the past the Council has reduced officer support provided to them and part of the justification was the provision of the grant to pay for admin support/necessary ICT etc. If the grant is fully removed it will increase pressure for greater officer support which is likely to cost more. Furthermore funding for Community Councils cannot be fully removed without a special meeting of the Council to consider the matter and a two thirds majority vote. However the grant can be reduced. There are four options to consider. Option Reduction (£,000) 1. 25% Reduction 3.5 2. 50% Reduction 7 3. 75% Reduction 10.5 4. 100% Reduction (requires special Council Meeting) 14 Impact and Risk Associated with Proposed Savings Service Risk: N/A People Risk: N/A Reputational Risk: There is a reputational risk as an expectation exists that local authorities will support community councils financially. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 3.5 0 3.5 0 3.5 0 2 7 0 7 0 7 0 3 10.5 0 10.5 0 10.5 0 4 14 0 14 0 14 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1202 Page 82
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2025/26 SAVING OPTION Chief Officer: Laurence Slavin Saving Ref: RES19 Saving Title Reduce Asset Management Team Summary of Savings Proposal Asset Management provide strategic and operational management of the Council’s operational portfolio including full asset life cycle management for 146 properties. This saving would reduce the team from 13 FTE to 11.7FTE generating a saving of £55,000. Impact and Risk Associated with Proposed Savings Service Risk: Increased risk of delay delivering capital projects. Council properties will not be inspected as frequently which may create a revenue pressure through increased revenue and maintenance costs to prevent establishments closing, due to capital works not being carried out in a timely manner or delays sourcing external contractors. People Risk: 1.3 FTE will be displaced. Reputational Risk: Minimal reputational risk. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 55 1.3 55 1.3 55 1.3 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1204 Page 83
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN02 Saving Title Remove Public Toilets Provision Summary of Savings Proposal The Council operates four automated public toilets at the following locations: • 2 on Dumbarton High St (Riverbank on Riverside Lane & Riverside Lane) • 1 in Balloch (Balloch Road) • 1 in Alexandria (Overton Street at Main Street) The expenditure budget associated with the contract is for all four is £114,000 per year and the Council receives an income of circa £3,000 per year (net budget of £111,000 per annum). The cost to provide all four is £137,000 in 2024/25 which is index linked so will increase further in 2025/26. This saving option would save the net expenditure budget of £111,000 and provide for future cost avoidance as a cost pressure will be required to be added to the budget to align expenditure to inflated contractual cost. The current contract terminates in May 2026 with a 12-month notice required. This proposal is to close all four from May 2026. Risk Associated with Proposed Savings Service Risk: Reduced access to public toilets in town centre areas however there are alterative toilet facilities in cafes etc located in these areas that could be used with agreement. People Risk: None Reputational Risk: There may be a negative reaction to reducing public toilet provision. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 0 0 93 0 111 0 FTE impact delivered through existing vacancies: NA Equality Impact Assessment Completed: Yes EIA No: 1185 Page 84
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN17 Saving Title Reduce School Crossing Patrollers Summary of Savings Proposal The Council currently provides school crossing patrollers at 30 locations sited at locations where there are no controlled crossings. The controllers are in place for the start and finish of the school day. Patrollers are based along safe routes to schools. These routes have been identified and are monitored by Education and Roads within School Safety Plans. Any locations highlighted by parents, pupils or schools will be assessed for physical measures. Children will continue to receive education on road safety, including the safe crossing of roads and awareness of vehicle movement. There is no statutory obligation to provide a school crossing service. There are two options to consider. Option 1 – Prioritised Locations (£58k – 3 FTE Reduction) - 17 crossing patrollers would be retained with 13 crossing patrollers removed. Sites for crossing patrollers would be prioritised based on location and traffic conditions. Option 2 – No Crossing Patrollers (£144k – 7.1 FTE Reduction) – All crossing patrollers would be removed. Children will continue to receive education on road safety, including the safe crossing of roads and awareness of vehicle movement. Impact and Risk Associated with Proposed Savings Service Risk: Crossing patrollers will either no longer be sited at some or all crossing points, the locations dependant on saving option taken. People Risk: Between 3 and 7.1 FTE would be displaced of which 0.7 would be from existing vacancies. Reputational Risk: Parents may perceive that the removal or reduction of crossing patrollers increases risk for children travelling to school. Saving (Cumulative) Option 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 23 3.0 58 3.0 58 3.0 2 66 7.1 144 7.1 144 7.1 FTE impact delivered through vacancies – 0.7 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1187 Page 85
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN18 Saving Title Reduce Footway Gritting Summary of Savings Proposal As part of the Council’s Winter Maintenance Programme, footway gritting is undertaken during adverse weather on priority routes. This includes treatment of main routes at schools, hospitals, sheltered housing complexes, day care centres, public buildings, transport hubs and urban shopping areas. Priority treatment also takes place on main pedestrian routes in major residential developments. Priority treatment is undertaken during the hours of 8am - 3.30pm Monday to Friday, with an average annual cost of £136,000. There are two options to consider. Option 1 – Reduce service by 50% - Teams would continue to treat footways on main roads, main shopping areas and around schools however more residential locations and steep gradients would remain untreated. Grit bins would be re-stocked regularly to assist residents. Option 2 – Cease all footway gritting - Provision of footway gritting would cease. The Council would consider whether additional grit bin provision is necessary to assist residents. Impact and Risk Associated with Proposed Savings Service Risk: The removal of FTE over the winter period will reduce the level of Greenspace Maintenance over both the Summer and Winter periods. People Risk: Reduction in operational workforce will impact on resources available to carry out general ground works such as street sweeping, litter collection vegetation cutback etc. Reputational Risk: Untreated sections of the network could lead to increased claims from residents and a reputational risk to the Council. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 34 2 68 2 68 2 2 68 4 136 4 136 4 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1190 Page 86
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane /Laurence Slavin Saving Ref: RN19 Saving Title Close and Transfer Bowling Club Amenities Summary of Savings Proposal The Council currently maintain the buildings and grounds of six bowling clubs. • Whitecrook Bowling Pavilion • Christie Park Veterans Bowling Pavilion • Goldenhill Bowling Pavilion • Bonhill Veterans Bowling Pavilion • Balloch Veterans Bowling Pavilion • Renton Veterans Bowling Pavilion The savings proposal is to merge and retain two bowling clubs with one either located at Whitecrook or Goldenhill and one located at Christie Park. The Council will continue to maintain the greens, building and associated amenities at the two retained clubs. The other four will no longer be maintained. The membership fees for Goldenhill and Whitecrook are managed by West Dunbartonshire Leisure Trust. All members receive the concessionary rate of £28.45 per season generating a total income of £1,384 per year. As a comparison the annual expenditure is approximately £52,000 for the two sites to cover building and grounds maintenance. The veteran club members do not pay any fee to the Council but receive maintenance of buildings and grounds. Currently grass cutting costs £24,000 for the four veteran sites with additional costs for building maintenance. The potential saving/income generation are estimated to be • £24,000 reduction in grass cutting costs • £20,000 reduction in building maintenance costs • £15,000 rental income following mergers which would be generated from the sites considered surplus. There is a dedicated resource to support the mergers. Impact and Risk Associated with Proposed Savings Service Risk: Reduction in bowling club provision with an associated reduction in requirement for grounds and maintenance. The workforce reduction will impact the resource capacity to undertake footway gritting and respond to severe weather events. People Risk: There is a 1.5FTE impact. Reputational Risk: The membership of all bowling clubs are low and tend to be older members of the community. Merging these may have accessibility issues for Page 87
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members in relation to leisure and social activities. However, the option proposes the retention of a club facility within both Dumbarton and Clydebank areas. It is anticipated that there is alternative capacity to accommodate membership of the affected bowling clubs. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 22 1.5 44 1.5 59 1.5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1110 Page 88
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN20 Saving Title Close or Reduce Dalmuir Golf Course Summary of Savings Proposal The Council maintains and manages Dalmuir Golf Course. There are 180 annual members. Membership details are set out below. The anticipated subsidy for year 2024/25 is £145,000 (£805 per member). Year Members Day Visitors Income Subsidy 2022/23 218 4,188 £105,000 £106,000 2023/24 204 6,961 £101,000 £130,000 2024/25 180 TBC £39,889 excluding day visitor income £145,000 (estimate) There are three options: Option 1 – 10% charge increase and align OAP membership to Concession rate (£4.5k) The breakdown of membership charge for 2024/25: Member Type Membership Charge (£) No of Members Income Full 300 91 27,300 WDLT 242 10 2,420 Juvenile 60 3 180 OAP 121 63 7,623 Concession 181 13 2,366 TOTAL 180 £39,889 (exc day) Proposed charging model: (includes an indicative drop in membership reflecting previous years) Member Type Membership Charge (£) No of Members (Assumed) Income (Estimate) Full 330 91 27,060 WDLT 266 10 2,660 Juvenile 66 3 198 OAP 200 55 11,000 Page 89
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Concession 200 13 2,600 TOTAL 172 £43,518 (exc day) As a comparator Hardgate golf course peak membership is £875 with off peak (concession) £656. Option 2: Reduce to a 12-hole golf course (£58k) Reduce the course to a 12-hole course which will reduce the maintenance requirement with a workforce reduction of 1.5FTE and possibly provide a potential for a capital receipt from the surplus land. Option 3: Closure of the Golf Course (£168k plus £100k cost pressure avoided) Full closure of golf course will remove all maintenance requirements with a workforce reduction of 5FTE and possibly provide a potential for a capital receipt from the surplus land. Note that the 2025/26 budget incorporates a cost pressure of £100,000 due to under recovery of income for the Golf Course. If option 3 is selected this would generate the saving of staff costs plus remove the need for the new cost pressure Impact and Risk Associated with Proposed Savings Service Risk: Reducing the course to 12 holes could make it a less attractive venue and potentially reduce participation and income. There are a number of 9-hole golf courses that are within neighbouring local authorities that are active golf clubs. There is a risk that if the charge increases that membership will fall however following the petition last year golf club members stated they would be prepared to pay an increase in membership fee to retain Dalmuir as a golf course. The reduction in workforce will reduce resource capacity during the winter months which will impact on footway gritting and severe weather response. People Risk: Options 2 and 3 have a staff impact. Reputational Risk: The golf course is currently designated greenbelt therefore there will be planning restrictions in relation to what type of development could be proposed. It would also be contrary to policies protecting open space / playing fields. Closure of this facility would mean there would be no publicly accessible golf facilities within West Dunbartonshire however there are a number of private golf course in close proximity. Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 4.5 0 4.5 0 4.5 0 2 29 1.5 58 1.5 58 1.5 Page 90
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3 184 5 268 5 268 5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1131 Page 91
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN21 Saving Title Cease Care of Gardens Scheme Summary of Savings Proposal There is a universal annual charge of £110 per year for the Care of Gardens Scheme which can be paid in instalments. Residents over 65 or registered as disabled are eligible to join the scheme. They receive two hedge cuts and six grass cuts per year. This equates to approximately £13.75 per visit. The qualifying criteria requires applicants to receive a disability benefit such as Personal Independence Payment, Disability Living Allowance, Attendance Allowance, Pension Credits or a care service from HSCP or be of pensionable age and receiving state benefit. The cost to deliver the service is an estimated £385 per user (£48 per visit). This means each visit is subsidised by £34.25 (£48 - £13.75). It is anticipated that any further increase in charges to remove the subsidy would result in a significant reduction in customers. After the introduction of the £100 charge in 2023/24 the take up has been 74 Pensioners (reduction of 29) and 604 on disability payment (reduction of 421) Residents who have not paid their invoice are not offered the opportunity to rejoin the scheme (237 users). To date in 2024/25 income of £57,310 has been received from 521 customers at an approximate cost to deliver the service of £200,585 resulting in a net cost to the Council of £143,275. There are currently 56 users of the scheme that are making payment through a payment plan and 85 that have made no payment. If the debt of the 85 is not cleared by the end of the financial year they will not be offered a service in 2025/26. This saving option would cease the service. Impact and Risk Associated with Proposed Savings Service Risk: A letter is issued annually to all users in March to advise of the commencement date of the scheme and the associated charges. There is a risk that a number of residents sign up for the scheme but are unable to pay the charge and require to be pursued by the Council’s corporate debt team. The reduction in workforce will reduce the resource available to undertake footway gritting and severe weather response. People Risk: Workforce impact on eight seasonals and two permanent operatives. Reputational Risk: If the service is no longer delivered by the Council, residents would require an alternative method of garden maintenance either through engaging an alternative provider or by carrying out the garden maintenance themselves. Page 92
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Saving 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 143 2 143 2 143 2 The FTE equivalent consists of 2 FTE permanent employees, 4 FTE seasonals employees who are employed for 0.5 year. Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target Equality Impact Assessment Completed: Yes EIA No: 1134 Page 93
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN22 Saving Title Reduce Street Cleaning Summary of Savings Proposal This option would reduce street cleaning and litter collection frequencies. The resources available will target locations that have increased visitor numbers such as parks and town centres with outlying areas and housing estates having a reduced service. There are three options as detailed below. Option Reduction in Operatives Impact Priority Areas 1 2 Reduction in street sweeping, bin emptying and litter picking within residential estates. Teams will continue to prioritise litter picking, bin emptying and street sweeping within town centres and public parks 2 4 Reduction in street sweeping, bin emptying and litter picking within our residential estates and public parks. Teams will continue to prioritise litter picking, bin emptying and street sweeping within town centres. 3 6 Reduction in street sweeping, bin emptying and litter picking within residential estates, public parks and Town Centres. There will be no prioritisation in any areas. Impact and Risk Associated with Proposed Savings Service Risk: Given this group of employees also deliver footway gritting and flood prevention works during the winter period any reduction will also have an impact on the services ability to react to inclement weather events. People Risk: Reduction in workforce of between 2 and 6 FTE. Reputational Risk: The statutory level of street cleaning would continue to be met through all options. The area will not be as clean as litter collection and bin emptying will not be carried out as regularly and operatives would be required to target areas such as town centres therefore some outlying areas will have a reduced frequency of cleaning. Those areas impacted on the reduced frequency of cleaning will result in litter lying for longer periods of time and may lead to an increase in reports of vermin. In addition these areas may require additional reactive flood prevention measure as the lack of mechanical sweeping may lead to choked gulleys. Page 94
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Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 26 2 52 2 52 2 52 4 104 4 104 4 78 6 156 6 156 6 FTE impact delivered through existing vacancies: 0 FTE Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1132 Page 95
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN23 Saving Title Reduce Street Lighting Summary of Savings Proposal All street lights would be programmed to be turned off between 1 am and 6am. Based on current estimates the annual electricity cost of one-hour operation of street lights in 2025/26 will be £68,603. This saving option is based on a 5 hour switch off. However the hours can be amended and the saving adjusted accordingly. There requires to be an estimated capital investment of £300k to install timers on columns to facilitate the saving. The borrowing costs are £24k per year over a life span of 20 years. It is anticipated the project would require at least 9 months lead in to procure a consultant to undertake design, facilitate procurement and for the installation of timers and undertake communications activity. There is an environmental benefit to reduced street lighting as there will be a reduction in light pollution and carbon footprint. This would support the council’s journey to net zero, nature recovery and encourage nocturnal wildlife. The Western Isles (Comhairle nan Eilean Siar1 Council) switch off lights from 10pm unless in areas of marine activity. A number of cities in Europe already either fully or partially switch off street lighting at night including a number of towns in France. There are also full or partial switch offs in council areas such as Surrey, West Sussex and Southampton. Impact and Risk Associated with Proposed Savings Service Risk: Whilst turning off of street lights has been implemented in other areas, this has often been within more rural and less built up areas. Due to the nature of our network there would be very little benefit in only implementing this in rural areas and the proposal would be for a blanket turning off of all lights. People Risk: None Reputational Risk: There is no legal requirement on local authorities in the UK to provide street lighting. The Council does have a duty to ensure lighting units are kept in a safe condition. There is a perception that reduced lighting levels will lead to an increase in crime. While there is little actual evidence to support this, communities may feel less safe if street lights are switched off. Page 96
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Cumulative Saving 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 61 0 319 0 319 0 Equality Impact Assessment Completed: Yes EIA No: 1130 Page 97
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN24 Saving Title Reduce Park Maintenance Summary of Savings Proposal The Council has four main parks: • Balloch Country Park • Christie Park • Levengrove Park • Dalmuir Park £480k is spent annually carrying out park maintenance such as grass cutting, vegetation cutback, hedge cutting, play area maintenance, flower planting and maintenance, litter collection etc. The service prioritise maintenance within these parks as these are the most popular and well used. There are 3 options to consider Option Maintenance Reduction Impact Annual Saving (£,000) 1 25% Remove all annual flowerbeds. Reduce frequencies of grass cutting. 3.5 FTE 120 2 50% Remove all annual flowerbeds. Cease cutting 50% of grassed areas and reduce frequency of remainder. 7 FTE 240 3 75% Remove all annual flowerbeds. Cease cutting 75% of grassed areas and reduce frequency of remainder. Reduce frequency of hedge cutting by 50%. 10.5 FTE 360 Impact and Risk Associated with Proposed Savings Service Risk: The service will review operational plans to reduce maintenance within the parks. The reduction in resource capacity for winter activities will be considered as winter activities are programmed. Given that, this group of employees also deliver footway gritting and flood prevention works during the winter period any reduction will also have an impact on the services ability to react to inclement weather events. People Risk: impact on FTE is set out below. There will be an employee impact that will be a combination of a reduction in permanent and seasonal staff. Reputational Risk: The parks are valued by members of the community and visitors. Usage levels of the parks is currently very high due to the reduction in open space grass cutting agreed in previous years. The satisfaction levels will likely reduce as levels of cleanliness and maintenance reduce. There will also be a reduction in areas that can be used for recreational purposes. Page 98
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Saving (Cumulative) 2025/26 2026/27 2027/28 Option £000 FTE £000 FTE £000 FTE 1 60 3.5 120 3.5 120 3.5 2 120 7 240 7 240 7 3 180 10.5 360 10.5 360 10.5 Note that the FTE Impact is an estimate. Final position is dependent on split of permanent/seasonal employees. Equality Impact Assessment Completed: Yes EIA No: 1193 Page 99
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN28 Saving Title Remove Open Space Maintenance on non Council Land Summary of Savings Proposal The Grounds currently maintain areas of open space within residential areas that are not owned by the Council. These are areas of open space where historically there has been a level of maintenance undertaken however is the responsibility of the homeowners or has never been transferred from the developer to the Council or had a factor appointed. These arrangements may have been in place for a number of years. This option would cease any grass cutting/grounds maintenance of open space not owned by the Council. Impact and Risk Associated with Proposed Savings Service Risk: This will reduce the resource requirements and will allow programmes to be reviewed to reflect reduced capacity and prioritise areas of high amenity such as play areas. People Risk: The Service will reduce the number of seasonal appointments by 0.5 FTE to reflect reduction in extent of grass cutting requirements. Reputational Risk: This is not a statutory service. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 20 0.5 20 0.5 20 0.5 FTE impact delivered through existing vacancies: NA Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1141 Page 100
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN29 Saving Title Remove Event Support by Grounds Service Summary of Savings Proposal The Council provides staffing to support events including the annual fireworks display, Pipe Band Championship and Family Fun Days held across the area. The Dumbarton Common Good Fund provides £50,000 towards the cost of staging the Pipe Band Championships and £15,000 for the cost of the annual firework event. In addition to the costs met from the common good, services provide staffing for events through offering TOIL or incurring overtime. However, service reductions and the need to ensure overtime is essential, mean this is now challenging. The Greenspace staff costs for both events is £15,000 with further costs incurred by West Dunbartonshire Leisure Trust. Under this option, the Council would engage with community planning partners to ascertain if there was a willingness and budget within other organisations to support the events. Risk Associated with Proposed Savings Service Risk: Any events undertaken will require budget to be made available to fund activities currently undertaken by Grounds as overtime. If additional external funding cannot be identified there is a risk these events will cease. People Risk: No reduction in FTE, as costs are overtime Reputational Risk: The events are popular, can increase footfall and bring economic benefit to the area. It may be possible to procure event support for the family fun days through an external source. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 15 0 15 0 15 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 211 Page 101
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN30 Saving Title Reduce Road Network & Capital Management Summary of Savings Proposal There are two saving options focused on implementing a revised charging scheme for roads construction consents with a universal charge for internal and external applicants. Option 1 – Road Construction Consent Charging Review (RCC) (£30k) The Service undertakes road construction consents and associated inspections for both internal and external development applications. It is proposed to update the charging scheme for road construction consents and the required inspection and monitoring of the road, lighting and drainage elements of a new development. As part of this option, the service would charge all internal and external applicants an updated road bond to include all inspection elements. The Service do not currently charge for roads construction consents for new HRA housing developments. This prevents us for charging for the inspection elements. It is anticipated that the charging scheme will increase income from external and HRA applications by approximately £25,000 per year however this depends on the number of applications received. The roads construction consent charging scheme will include the recharging of an Officer of an estimated £5,000. Option 2 – RCC Review and Reduction of 1 FTE (£70k) This saving option will be delivered through the introduction of the Road Construction Consent Charging Review (as above) and a reduction of 1 FTE which will reduce the capacity to monitor capital projects. It will also reduce technical support for responses to traffic signals, traffic management and processing of planning application responses. The Service have a number of statutory obligations and these will be prioritised with non statutory activities either ceased or delivered when resources allow. Risk Associated with Proposed Savings Service Risk: Increased response times to customer enquiries. Impact on capital programme management and potential impact on key strategic traffic projects. Impact on quality and delivery times for planning consultations. Limited review of developer transport assessments submitted with planning applications. No Page 102
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resilience within service as reduced to minimal levels. This will reduce financial monitoring and technical support for our strategic capital projects. People Risk: Reduction of 1.0FTE Reputational Risk: There are a number of statutory functions within the Roads Service. It is anticipated there may be delays in delivering these or a risk of failing in our statutory duties. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 1 30 0 30 0 30 0 2 50 1 70 1 70 1 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1208 Page 103
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref RN31 Saving Title Reduce Winter Plan Summary of Savings Proposal The Council currently operate six gritting routes across the area with six operatives on standby each week to respond to any treatment requirements. The timing of gritting actions is based on the weather forecast and as such are often undertaken outside of standard working hours. The operatives are paid a standby payment and overtime rate for any actions undertaken at night or weekends. Only primary gritting routes are treated outwith normal working hours. Primary routes include main roads (A, B, C class roads), access to emergency services stations, key public transport routes, main accesses to key commercial and industrial centres and medical centres, routes to schools, routes to remote and rural locations and known problem areas such as steep gradients. This option is to reduce the length of gritting routes with a view to reducing the number of routes from six to five and the number of operatives required to be on standby. This will be delivered through a reduction in the area covered by removing residential routes from the primary routes. The roads gritted under the primary routes would be reduced by 30%. This will mean secondary route gritting will be undertaken as and when resources allow, coverage will take longer due to fewer resources and a greater number of roads to cover. This would result in a saving on standby, overtime and salt usage. The resources available to undertake activities will be reduced as well as opportunity to make income for the service. The capital programme would be revised to increase footway resurfacing and reduce carriageway resurfacing to maximise appropriate recharges to capital. The Winter Plan will be reviewed to reflect the reduction in gritting and presented to Committee for approval in advance of implementing the gritting treatment reduction. Risk Associated with Proposed Savings Service Risk: The extent of carriageway gritting would be reduced by 30%. Some more minor medical or industrial/commercial centres may be removed from primary gritting routes. Secondary routes will be undertaken when and if resources allow. In addition there will be reduced resources available to undertake carriageway surfacing and defect response. There will be a reduction in resilience to cover illness/annual leave etc. People Risk: There will be a reduction on standby and overtime including a reduction of three FTE. Page 104
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Reputational Risk: it is a statutory requirement to have a Winter Plan that sets out reasonable winter actions to maintain the safety of the road network. The Council would be required to review and approve the Winter Plan and accept risk of reduction of gritting coverage in advance of winter 2025/26. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 55 3 110 3 110 3 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1209 Page 105
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN32 Saving Title Cease Weed Killing Summary of Savings Proposal The Grounds Service carry out weed killing once a year. Under this option this would cease with no weed killing carried out on any roads, footways and residential open spaces. Risk Associated with Proposed Savings Service Risk: The area will not be as well maintained with negative visual impact. Weeds can lead to surface deterioration of carriageway and path network and accumulations of detritus can cause flooding and drainage issues. People Risk: This activity is undertaken by a Contractor so will not have an impact on workforce. There is no ability internally to undertake this activity should there be requests or issues. Reputational Risk: There will be an increase in weeds throughout the local authority area with damage to carriageways and footways, potential flooding and detritus. Previously the Service undertook two treatments a year and this was reduced to one in 2024/25. Members of the public have viewed this negatively with a number of complaints received. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 50 0 50 0 50 0 FTE impact delivered through existing vacancies: N/A Equality Impact Assessment Completed: Yes EIA No: 1192 Page 106
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN33 Saving Title Reduce Waste Services Summary of Savings Proposal The Council operates two civic amenity sites at Dalmoak, Renton, and Ferry Road, Old Kilpatrick which are open to residents for use. The proposal is to close one civic waste site. The reduction to one civic amenity site will require additional skips to increase capacity, reduce frequency of skip emptying and reduce periods of closure when skips are being emptied. The service will require to implement a booking system to manage access to the site and reduce traffic congestion, queuing and frustration. The capital investment is estimated to be £50k to extend the site and install additional skips. The borrowing costs would be £4k per year. Risk Associated with Proposed Savings Service Risk: The ability to access a civic waste site access will be significantly reduced and a booking system will be required to ensure use is managed. There will be a requirement to close the sites at busy times to allow skips to be emptied therefore it is likely that opening times would be reviewed to allow this to happen in a planned manner. There are traffic management challenges at peak times, in particular on Renton Road where liaison would be required with Police Scotland to consider if traffic management is required externally to the site. There will be an impact on the level of recycling collected from the civic waste sites. People Risk: This proposal will reduce the workforce by five FTE Reputational Risk: It is a statutory requirement to have one civic waste site, there is no statutory requirement to have two. This will increase distance for some users depending where they live in the authority. It is anticipated that the site use will require to be managed to reduce frustration. There may be an increase in flytipping. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 86 5 176 5 176 5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1191 Page 107
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2025/26 SAVING OPTION Chief Officer: Gail Macfarlane Saving Ref: RN35 Saving Title Reduce Grass Cutting Summary of Savings Proposal This option would reduce open space grass cutting by 50%. This will impact on residential areas with grass cutting continued to be prioritised within parks and other high amenity areas. This would include a 20% reduction of grass cutting within cemeteries. Risk Associated with Proposed Savings Service Risk: Open space grass cutting within residential areas would be vastly reduced with a visual impact on environment. There would be reduced level of areas for public recreation use. People Risk: Reduction of circa 10 seasonal employees. Reputational Risk: With the sensitive nature of cemetery maintenance there could be an increased level of public dissatisfaction. Reduction in grass cutting has historically been viewed negatively by residents. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 150 0 150 0 150 0 FTE impact delivered through existing vacancies: 0 Equality Impact Assessment Completed: Yes EIA No: 1196 Page 108
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2025/26 SAVING OPTION Chief Officer: Alan Douglas Saving Ref: RR04 Saving Title Remove Members’ Secretary Summary of Savings Proposal This option would reduce the members’ services team by 0.6 through deletion of a vacancy. Going forward there would be one members’ secretary in Clydebank, one in Dumbarton and the Provost’s secretary. The service provides secretarial support to 22 councillors including the Provost. Associated with Proposed Savings Service Risk: There is a risk current levels of service may not be maintained particularly during periods of annual leave and absence however the team operated with reduced staff in recent months due to turnover and managed workload. The team currently provides additional support to elected members who have disabilities, and it may not be possible to maintain this level going forward. This will be closely monitored. People Risk: The reduction will be delivered through deletion of a vacant post. Reputational Risk: N/A Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 22 0.6 22 0.6 22 0.6 FTE impact delivered through existing vacancies: 0.6 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1102 Page 109
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2025/26 SAVING OPTION Chief Officer: Alan Douglas Saving Ref: RR17 Saving Title Reduce Trading Standards’ Summary of Savings Proposal The Trading Standards team has four employees. The team delivers a mix of statutory / mandatory services. As weights and measures authority the Council is statutorily obliged to enforce a number of regulatory provisions which ensure public safety and wellbeing and a fair marketplace for businesses. Under this proposal one full time equivalent (FTE) Trading Standards Officer would be removed. Risk Associated with Proposed Savings Service Risk: A reduction of 1FTE would see the service revert to statutory/regulatory compliance roles with consumer protection and advice being restricted to a reactive service focussed on prevention of physical harm/product safety. There would be no capacity to undertake test purchases such as for vapes. This presents a risk as new Scottish Government regulations around single use vapes come into force in April 2025, and there is an expectation that Trading Standard ensure local retailers are complying. Additionally, the provision of business and consumer advice, installation of call blockers for older and vulnerable residents, administration of the Trusted Trader Scheme, and repayment of monies recovered from scams will cease. Proactive work will reduce so officers can deal with reactive work relating to matters that are statutory requirements. Work in relation to animal feed inspection in West Dunbartonshire and surrounding local authority areas would also cease, resulting in a loss of £15,309 in external funding from Food Standards Scotland. The savings figure shown below is net (after deduction) of this sum. Currently £40,000 is received from the Scottish Government in relation Nicotine Vaping Products enforcement and there is a risk, possibly remote, of this funding being reduced or withdrawn. People Risk: The proposal would result in the reduction of 1 FTE. There will be a lack of resilience in the event of illness, leave, or future vacancy. Reputational Risk: A reduction in staffing and service levels risks reputational damage. Trading Standards works to promote a fair marketplace and protect public safety. If proactive work ceases there is a risk that goods that are not fit for public use become available. As animal welfare checks will be reduced contrary to the framework to be agreed with the Animal Plant and Health Agency, if there is an outbreak of disease or similar, there is a risk of criticism or censure. The Council’s Page 110
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early withdrawal from its Service Level Agreement with Food Standards Scotland in relation to the inspection of Animal Feed in West Dunbartonshire and neighbouring authorities is likely to attract criticism. The Council may have to continue to provide the services in the interim, further impacting the ability to deliver statutory functions. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 14 1 39 1 39 1 FTE impact delivered through existing vacancies: 0 Equality Impact Assessment Completed: Yes EIA No: 1121 Page 111
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2025/26 SAVING OPTION Chief Officer: Alan Douglas Saving Ref: RR18 Saving Title Reduce Records Management Summary of Savings Proposal Reduction of 1FTE with the removal of the Records Manager and the relocation of the Remaining member of staff to the Citizen and Regulatory Team under the management of the Section Head: Citizen and Regulatory. The Section Head Citizen and Regulatory will require to address the requirements of the role themselves or through their solicitor team. Training in FOI and Data Protection would need to be delivered by the Section Head and the Information Governance Officer. Risk Associated with Proposed Savings Service Risk: The postholder deals with operational work and processing of information which may not be economically undertaken by the Section Head or the solicitor team. In addition to there is a risk that lack of understanding of Records Management principles, which are not primarily a legal function, and Data Protection best practice could result in a reduction in compliance in the short to medium term until sufficient expertise in Records Management and Data Protection is developed. It is expected that this risk will be managed professionally by the Section Head, and the Chief Officer as Data Protection Officer for the Council. More limited resources are likely to mean the duty to respond to complex Subject Access Requests and Freedom of Information Requests will require to be passed back to individual services with the current process (where more than 2 services are involved the Records Management section would co-ordinate) being replaced by a single service being nominated to respond on behalf of the Council. It is likely that this process will moderately increase risk around data handling errors and late and inaccurate Freedom of Information responses and Subject Access Requests. People Risk: There is a risk associated with the temporary unavailability of the Information Governance Officer. It is therefore recommended that the Records Manager should remain in post until the Information Governance Officer post is filled on a temporary basis and there has been a suitable handover period. Reputational Risk: There is unlikely to be reputational risk from the proposal provided reasonable steps are taken to address any service shortfalls as described in the Service Risk section. There will be reputational and Financial Risk if delays and errors give rise to Data Breaches and poor statistics on FOI responses etc. Saving (Cumulative) 2025/26 2026/27 2027/28 Page 112
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£000 FTE £000 FTE £000 FTE 13.5 1 54.5 1 54.5 1 FTE impact delivered through existing vacancies: 0 Projected savings assumed to come into effect late in 2025/26 Financial year due to the need to ensure continuity during staff absence. Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1200 (Screening) Page 113
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2025/26 SAVING OPTION Chief Officer: Alan Douglas Saving Ref: RR19 Saving Title Closure of the Clydebank Registration Office Summary of Savings Proposal The Clydebank Registration Office is currently based in Clydebank Library and operates two days per week. The introduction of remote registration and the online certificate service means that there is no longer any requirement for citizens to attend the office to conduct registration business or request a copy certificate. Under this proposal, the Clydebank Registration office would close with a reduction of 0.5FTE. Risk Associated with Proposed Savings Service Risk: there would be limited impact service delivery. The introduction of remote registration and online certificates has made the service more efficient. People Risk: One employee (0.5FTE) within the service would be impacted. Reputational Risk: Registration is a statutory function but this would not be adversely affected by the closure of the Clydebank Registration Office. There is a risk the closure could be perceived as a service reduction in Clydebank. However, with the changes to remote registration arrangements, residents could access the service online or could travel to the registration office in Dumbarton or neighbouring authorities. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 8 0.5 16.5 0.5 16.5 0.5 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1098 Page 114
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Amanda Graham Saving Ref: CCF04 Saving Title Review Facilities Management Operating Model Summary of Savings Proposal The Facilities Management service has circa 600 staff and provides a range of services across educational and operational premises including access, building cleaning service and nutritionally balanced breakfasts, lunches and snacks for pupils. Service operations have not been reviewed in over 10 years and there have been significant changes in the landscape, particularly in terms of statutory requirements which have increased provision of school meals including for an increased number of primary school pupils and all pupils within early years settings. The operating model no longer meets the needs of the Council, service or the employees. A new model will be introduced to create a more effective, efficient and resilient service which will respond to current and future demand. Impact and Risk Associated with Proposed Savings Service Risk: A new delivery model is required to respond to these changes, to build resilience and create a more efficient and effective service which is sustainable for the future. The service supports every education premise and engagement will be undertaken with education and colleagues in other services on the operating model. People Risk: This proposal offers opportunity for service improvement and efficiencies, however, may result in a reduction of some posts. It is anticipated this reduction will be achieved by voluntary means. Reputational Risk: Given circa 600 employees are employed within the service there is a risk of reputational impact. Employee feedback received through all staff survey, back to the floor and working groups is being incorporated into the new delivery model. In addition, there has been early and ongoing engagement with Trade Unions. Engagement will continue throughout. Saving 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 300* TBC 400* TBC 400* TBC *Subject to any job evaluation and to implementation date of 1 July 2025 which is dependent on conclusion of consultation exercises across workforce. Note that some of the posts may come from vacancies, still tbc. Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1106 APPENDIX 3 Page 115
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Laura Mason Saving Ref: EDU16 Saving Title Reduce Secondary School Clerical Staff Summary of Savings Proposal Across the Council’s five mainstream secondaries there was a mix of working patterns including term time and 52-week contracted staff. A review of staffing has been undertaken which will deliver a consistent approach to staffing ratios; reduce the number of 52-week staff; and increase the number of term time staff. Policy guidance on the protocol for term time / non term time has also been reviewed taking into consideration the strengths and negatives of the staffing rota (term time/non term time). This will deliver a saving of £120k by aligning the work contracts and staffing ratios in all mainstream secondaries. Impact and Risk Associated with Proposed Savings Service Risk – Minimal, the proposed model is already established in one of the large secondary schools. People Risk - It is anticipated that staffing reductions will be managed through current vacancies and the ending of fixed-term contracts. Reputational Risk - There is a potential for negative perception as the reduction may increase the workload of remaining staff. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 80 4 120 4 120 4 FTE impact delivered through existing vacancies: 4 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 667 Page 116
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Laura Mason Saving Ref: EDU19 Saving Title Reduce Education Support (ELC) Summary of Savings Proposal Currently four Link Officers provide improvement and quality support to 29 Council Early Learning and Childcare Centres and 11 partner settings. The four officers each support 10 settings in West Dunbartonshire and also lead on specific aspects of early learning. A vacancy has recently arisen in the team and under this proposal. 0.5 FTE would be deleted creating a saving of £26,872.50. Impact and Risk Associated with Proposed Savings Service Risk - With the reduction of 0.5 FTE, the remaining ELC central team would be required to provide support to more ELC settings and the strategic aspects of their roles would also require to be devolved. This would reduce the time and support available to settings. People Risk – None. Saving would be delivered through deleting 0.5 of vacant post. Reputational Risk - None Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 27 0.5 27 0.5 27 0.5 FTE impact delivered through existing vacancies: 0.5 Equality Impact Assessment Completed: Yes EIA No: 1049 Page 117
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Victoria Rogers Saving Ref: PT05 Saving Title Review of Printing Summary of Savings Proposal In 2023/24, £86,600 was spent on external printing services. Under this proposal spend on external printing would be reduced by £10,000 per annum. Risk Associated with Proposed Savings Service Risk: Transitioning to digital solutions, including digital documents, may incur initial costs for new software, hardware, and training. Each area of spend would require justification and any security element of digital documents considered. Digital documents may not meet the same quality standards as printed materials, especially for specific formal or legal documents. People Risk: None Reputational Risk: Not all stakeholders may have equal access to digital tools, potentially leading to communication barriers. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 10 0 10 0 10 0 Equality Impact Assessment Completed: No EIA No: 1182 Page 118
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Victoria Rogers Saving Ref: PT13 Saving Title Right Size Employer Benefit Savings Summary of Savings Proposal A management adjustment was processed in 2024/25 for £30,000, rising to £50,000 in 2025/26 in relation to estimated savings to be generated via use of the Vivup platform and My Money Matters. A review has been carried out to assess actuals savings generated against that initial estimate and it has been determined that a further budget adjustment of £10,000 can be processed. Impact and Risk Associated with Proposed Savings Service Risk: N/A People Risk: N/A Reputational Risk: N/A Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 10 0 10 0 10 0 Equality Impact Assessment Completed: Yes EIA No:787 Page 119
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Laurence Slavin Saving Ref: RES02 Saving Title Right Size NDR Budgets Summary of Savings Proposal The latest Non-Domestic Rates (NDR) revaluation took place in April 2023 and reflected the reforms introduced by the independent Barclay Review of NDR. These reforms were to ensure property values more closely aligned with property market conditions in Scotland. Where a property occupied by a public body is subject to a successful proposal or appeal, the financial benefit from the reduction in rateable value will result in a downward re-determination of revenue allocations. The Council is in the process of engaging with its assessor to ensure property values are accurate. The reduction to the Council’s NDR liability because of ongoing appeals to the assessor is £103,000. Impact and Risk Associated with Proposed Savings Service Risk: None People Risk: None Reputational Risk: None Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 103 0 103 0 103 0 FTE impact delivered through existing vacancies: 0 Equality Impact Assessment Completed: Yes EIA No: 1207 Page 120
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Gail Macfarlane Saving Ref: RN14 Saving Title Review Footway Gritting Operational Method Summary of Savings Proposal Footway gritting is undertaken through the use of footway tractors during working hours as detailed within the winter plan. The tractors are hired at a cost of £60,000 for the winter season. It is proposed to move to a hand spreading treatment model which facilitates increased gritting at areas of greater need. Impact and Risk Associated with Proposed Savings Service Risk: Footway gritting may take longer to complete routes and there is a risk the service is unable to grit the same extent of the network during working hours People Risk: NA Reputational Risk: It is anticipated it may take more time to treat the footway gritting routes however areas such as town centres and schools will continue to be prioritised. In addition, grit bins are available at key locations and a map detailing these is on the Council website. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 60 0 60 0 60 0 FTE impact delivered through existing vacancies: NA Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1184 Page 121
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Alan Douglas Saving Ref: RR10 Saving Title Combine Dog Warden and Pest Control Posts Summary of Savings Proposal As a result of a vacancy, an opportunity exists to combine the Dog Warden and Pest Control Officer roles maintaining full geographic and daily cover for this statutory post. Impact and Risk Associated with Proposed Savings Service Risk: The Dog Warden service will be reduced to a statutory level and the changes may also reduce the capacity for Pest Control. People Risk: The Dog Warden post is vacant. Two retained Pest Control Officer roles will require to be reviewed of to determine if any changes to grading of those posts are required. Reputational Risk: There is a risk the service is not able to respond to reports as quickly as they do currently. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 38 1 38 1 38 1 FTE impact delivered through existing vacancies: 1 Equality Impact Assessment Completed: Yes EIA No: 1213 Page 122
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Alan Douglas Saving Ref: RR11 Saving Title Lead Planner Replaced by Basic Grade Officer Summary of Savings Proposal The planning service is facing considerable challenges in the form of large-scale developments. There is a national shortage of qualified planners at all levels however the Council has found recruiting to this first “management” level particularly difficult. The Council is currently attempting to recruit a lead planner. If unsuccessful the Council will look to recruit to the basic grade planner post to provide capacity to resource an upswing in large scale applications. The focus would initially be on large projects with the option to move to smaller and / or domestic applications as demand requires. This approach involves a single advertisement with linked posts allowing appointment to the basic grade planner post if there is no suitable candidate for the Lead Planner post. Impact and Risk Associated with Proposed Savings Service Risk - If the post is filled at a basic grade level there will be a continuing disproportionate demand for oversight by the Team Leader, with a significant impact on the timescale for the resolution of complex applications. However, it is considered that, in the absence of a suitable candidate, this approach offers the best solution in terms of service delivery as it would be more likely to result in an appointment to one of the roles. People Risk - The proposal may result in ongoing pressure on the Team Leader if recruitment to the Lead Planner role is unsuccessful, however this is likely to be reduced by the additional resource that an appointment to the basic grade planner would bring. Reputational Risk - Any risk relating to any delay in processing of major applications if the Lead Planner post is not filled, is likely to be less than at present if the basic grade planner post can be filled. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 6.5 0 6.5 0 6.5 0 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1197 (screening) Page 123
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Alan Douglas Saving Ref: RR12 Saving Title Antonine Wall Summary of Savings Proposal West Dunbartonshire is the host authority for the Antonine Wall Project. Following the confirmation of a future phase of the project not attracting funding from the National Lottery Heritage Fund, the inter-authority steering group agreed to wind the project down with effect from 30 September 2025 with the interim costs being met from retained project funds. This decision was ratified by the Council’s Planning Committee on the 12 February 2025. Funding for the project will be removed and all workstreams associated with its delivery will cease. Risk Associated with Proposed Savings Service Risk: All statutory protection of the wall will still be required. The service would need to carry out further work to establish if there is any contractual requirements to comply with grant conditions. These would be unfunded and unresourced from service budget when funding ends. People Risk: This impacts on 1.6 FTE posts. Within the team as West Dunbartonshire is the host authority for the project partners. This is reflected in the saving below, off set from the cost recovery from other partners. Reputational Risk: The Antonine Wall is a nationally and internationally significant World Heritage Site. The project is delivered in partnership with other local authorities and Historic Environment Scotland so withdrawal may yet result in reputational damage albeit no credible alternative exists in the absence of funds. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 27 1.6 27 1.6 27 1.6 FTE impact delivered through existing vacancies: 0 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1198 Page 124
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Alan Douglas Saving Ref: RR13 Saving Title Review Environmental Health Summary of Savings Proposal A potential savings proposal has been identified due to a known request for Voluntary Redundancy / Early Retirement. This management adjustment is dependent on the outcome of the request however if the option cannot be advanced through voluntary means the Chief Officer Regulatory and Regeneration will deliver the identified saving through other means. Risk Associated with Proposed Savings Service Risk: There is a risk to the service of increased pressure on service delivery which may result in a review of service priorities. People Risk: The impact would be to 1 FTE. Reputational Risk: There is a reputational risk associated with reduction in staff within the service and impact on service delivery levels and increased customer, elected member and public concerns. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 35 1 42 1 42 1 FTE impact delivered through existing vacancies: 1 Note that the FTE Impact is an estimate – if the saving option is approved then the Chief Officer will assess the most effective way of delivering the saving target. Equality Impact Assessment Completed: Yes EIA No: 1199 (Screening) Page 125
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2025/26 MANAGEMENT ADJUSTMENT Chief Officer: Alan Douglas Saving Ref: RR20 Saving Title Development Planning and Placemaking Summary of Savings Proposal Under this proposal, a vacant Policy Planning Officer post would be deleted from the Development Planning and Place team. The Placemaking Co-ordinator would relocate to the team to support complex and large-scale applications and functions as well as providing pre-application advice which retains the placemaking function and assists with generating income. Risk Associated with Proposed Savings Service Risk: The reduction of one FTE between Design and Place and Development Planning will impact capacity overall across the functions, however it is believed the synergies between these areas will permit the successful delivery of the plan while maintaining the Placemaking role. People Risk: This would impact 1 FTE vacant post. Reputational Risk: Any delay to the adoption of Local Development Plan 3 presents a risk as does any reduction of the Placemaking role however it is believed the combination of these functions will allow both to continue. Saving (Cumulative) 2025/26 2026/27 2027/28 £000 FTE £000 FTE £000 FTE 54.5 1 54.5 1 54.5 1 FTE impact delivered through existing vacancies: 1 Equality Impact Assessment Completed: Yes EIA No: 1164 Page 126
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Appendix 4 Capital Projects Forecast Outturn and Rephasing 2024/25 Budget 2024/25 Forecast 2024/25 Rephasing 2023/24 (Over) / Under Spend £000 £000 £000 £000 Capital Financing Resources Carried Forward - non cash 5,229 2,258 2,971 0 General Services Capital Grant 3,407 3,407 0 0 Ring Fenced Government Grant Funding 12,428 12,864 (436) 0 Match-funding/other grants & contributions 1,226 1,061 165 0 Prudential Borrowing 36,931 38,426 (2,206) 711 CFCR 250 250 0 0 Total Resources 59,471 58,266 494 711 Expenditure RESOURCES RES 1 11 11 0 0 RES 5 250 250 0 0 RES 6 5 5 0 0 RES 7 150 150 0 0 RES 8 250 250 0 0 RES 9 1,590 90 1,500 0 RES 10 340 0 340 0 RES 11 3,122 3,202 (80) 0 RES 12 1,586 1,586 0 0 RES 13 1,500 1,500 0 0 RES 15 100 20 80 0 TOTAL RESOURCES 8,904 7,064 1,840 0 CCF CCF 1 257 257 0 0 CCF 2 95 95 0 0 TOTAL CCF 353 353 0 0 REGULATORY & REGENERATION RR 1 0 0 0 0 RR 2 15 15 0 0 RR 3 0 0 0 0 RR 4 6 6 (0) 0 RR 5 0 0 0 0 RR 6 375 210 165 0 RR 7 615 0 615 0 RR 8 3 3 0 0 RR 9 0 0 0 0 RR 10 9,133 5,325 3,808 0 RR 11 0 0 0 0 RR 12 250 250 0 0 RR 13 1,197 170 1,027 0 RR14 7 66 0 (59) TOTAL REGULATORY & REGENERATION 11,600 6,045 5,614 (59) ROADS & NEIGHBOURHOOD RN 1 2,454 2,454 0 0 RN 2 400 400 0 0 RN 3 114 114 (0) 0 RN 4 289 289 0 0 RN 5 3,065 3,065 0 0 RN 6 42 42 0 0 Page 127
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Budget 2024/25 Forecast 2024/25 Rephasing 2023/24 (Over) / Under Spend £000 £000 £000 £000 RN 7 20 20 0 0 RN 8 88 88 0 0 RN 9 66 66 0 0 RN 10 643 643 0 0 RN 11 42 42 0 0 RN 12 26 26 0 0 RN 13 550 550 0 0 RN 14 15 15 0 0 RN 15 0 0 0 0 RN 16 1,400 1,400 0 0 RN 17 507 840 0 (333) RN 18 619 619 0 0 RN 19 250 0 250 0 RN 20 61 87 0 (26) RN 21 150 154 (4) (0) RN 22 200 200 0 0 RN 23 417 417 0 0 RN 25 15 1 0 14 RN 26 379 379 0 0 RN 27 150 150 0 0 RN 28 100 20 80 0 RN 29 242 242 0 0 RN 30 13 5 8 0 RN 31 2,500 4,500 (2,000) 0 RN 32 646 646 0 0 RN 33 500 50 450 0 RN 34 333 333 0 0 RN 35 105 105 0 0 TOTAL ROADS & NEIGHBOURHOOD 16,399 17,961 (1,216) (345) EDUCATION EDUC 1 60 60 0 0 EDUC 2 32 32 0 0 EDUC 3 15,182 20,896 (5,714) 0 EDUC 4 3,170 3,170 0 0 EDUC 5 1,190 0 1,190 0 TOTAL EDUCATION 19,634 24,158 (4,524) 0 HSCP HSCP 1 867 867 0 0 HSCP 2 63 50 13 0 HSCP 3 155 273 (118) 0 TOTAL HSCP 1,085 1,190 (105) 0 PEOPLE & TECHNOLOGY P&T 1 482 482 (0) 0 P&T 2 642 642 0 0 P&T 3 325 325 0 0 P&T 4 46 46 0 0 TOTAL PEOPLE & TECHNOLOGY 1,494 1,494 (0) 0 Total Expenditure 59,470 58,265 1,609 (404) Page 128
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WEST DUNBARTONSHIRE COUNCIL Appendix 5 GENERAL SERVICES CAPITAL PLAN UPDATE 2024/25 TO 2033/34 - SPEND Project Lead Chief Officer Spend to 31 March 2024 Updated Budget 2024/25 Forecast Outturn 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget 2031/32 Budget 2032/33 Budget 2033/34 Budget 2024/25 to 2033/34 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Service Project RES 1 Valuation Joint Board - Requisition of ICT Equipment 6 11 11 4 3 6 0 0 0 0 0 0 24 RES 5 Cost of Living 502 250 250 250 0 0 0 0 0 0 0 0 500 RES 6 IFRS 16 Database 0 5 5 0 0 0 0 0 0 0 0 0 5 RES 7 Community Success Capital Fund 0 150 150 0 0 0 0 0 0 0 0 0 150 RES 8 Community Sports Success 0 250 250 0 0 0 0 0 0 0 0 0 250 RES 9 Strathleven Place (formerly part of Glencairn House project) 0 1,590 90 1,500 0 0 0 0 0 0 0 0 1,590 RES 10 New Sports Changing Facility Dumbarton West (Old OLSP site) 9 340 0 340 0 0 0 0 0 0 0 0 340 RES 11 Building Upgrades and H&S - lifecycle & reactive building upgrades 0 3,122 3,202 2,781 2,701 2,781 2,781 2,781 2,781 2,781 2,781 2,781 28,151 RES 12 Direct Project Support 0 1,586 1,586 1,586 1,586 1,586 1,586 1,586 1,586 1,586 1,586 1,586 15,860 RES 13 Depot Rationalisation 649 1,500 1,500 2,000 4,386 0 0 0 0 0 0 0 7,886 RES 15 Finance Ledger System 0 100 20 430 550 0 0 0 0 0 0 0 1,000 Total Resources 1,165 8,904 7,064 8,891 9,226 4,373 4,367 4,367 4,367 4,367 4,367 4,367 55,756 CCF 1 Heritage Capital Fund 2,234 257 257 0 0 0 0 0 0 0 0 0 257 CCF 2 Transformation of Infrastructure Libraries and Museums 326 95 95 0 0 0 0 0 0 0 0 0 95 Total CCCF 2,560 353 353 0 0 0 0 0 0 0 0 0 353 RR 1 Legal Case Management System 0 0 0 33 0 0 0 0 0 0 0 0 33 RR 2 Re -imagine Antonine Wall 15 15 15 0 0 0 0 0 0 0 0 0 15 RR 3 Installation of Solar PV at Clydebank Leisure Centre 4 0 0 57 0 0 0 0 0 0 0 0 57 RR 4 Replace failed heating controls/valves & recommission 14 6 6 0 0 0 0 0 0 0 0 0 6 RR 5 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 64 0 0 226 0 0 0 0 0 0 0 0 226 RR 6 Regeneration/Local Economic Development 0 375 210 2,232 2,220 760 500 500 500 500 500 500 8,422 RR 7 Regeneration Fund 7,107 615 0 2,145 974 705 0 0 0 0 0 0 3,824 RR 8 Place Based Investment 1,398 3 3 406 0 0 0 0 0 0 0 0 409 RR 9 Clydebank Can on the Canal 40 0 0 717 0 0 0 0 0 0 0 0 717 RR 10 Level Up Funding 6,770 9,133 5,325 10,005 0 0 0 0 0 0 0 0 15,330 RR 11 Level Up Capacity Funding 160 0 0 160 0 0 0 0 0 0 0 0 160 RR 12 District Heating Network Expansion (40) 250 250 250 8,345 2,299 0 0 0 0 0 0 11,144 RR 13 Clyde Mission Catalyst Fund 415 1,197 170 1,415 0 0 0 0 0 0 0 1,585 RR14 Securing sites to make safe 0 7 66 0 0 0 0 0 0 0 0 0 66 Total Regulatory and Regeneration 15,946 11,600 6,045 17,646 11,539 3,764 500 500 500 500 500 500 41,994 RN 1 Infrastructure - Roads 0 2,454 2,454 2,544 2,544 2,544 2,544 2,544 2,544 2,544 2,544 2,544 25,350 RN 2 Flood Risk Management 0 400 400 500 200 200 195 180 180 180 180 180 2,395 RN 3 Street lighting and associated electrical infrastructure 0 114 114 100 100 100 100 100 100 100 100 100 1,014 RN 4 Flood Prevention 161 289 289 0 0 0 0 0 0 0 0 0 289 RN 5 Vehicle Replacement 0 3,065 3,065 1,939 1,040 1,040 1,027 1,027 1,027 1,027 1,027 1,027 13,246 RN 6 Auld Street Clydebank - Bond 214 42 42 0 0 0 0 0 0 0 0 0 42 RN 7 River bank erosion repair - Levenhowe 0 20 20 0 0 0 0 0 0 0 0 0 20 RN 8 Clydebank Charrette, A814 4,215 88 88 0 0 0 0 0 0 0 0 0 88 RN 9 Roads Plant 14 66 66 0 0 0 0 0 0 0 0 0 66 RN 10 A813 Road Improvement Phase 1 1,057 643 643 0 0 0 0 0 0 0 0 0 643 RN 11 Pavement Improvements 958 42 42 0 0 0 0 0 0 0 0 0 42 RN 12 Traffic Signal Updates 274 26 26 0 0 0 0 0 0 0 0 0 26 RN 13 Gruggies Burn Flood Prevention 576 550 550 742 6,340 6,820 0 0 0 0 0 0 14,452 RN 14 Electrical Charging Points - Rapid Charge 299 15 15 0 0 0 0 0 0 0 0 0 15 RN 15 River Leven Flood Prevention Scheme 181 0 0 620 0 0 0 0 0 0 0 0 620 RN 16 Vehicle Replacement Strategy 0 1,400 1,400 0 0 0 0 0 0 0 0 0 1,400 RN 17 Posties Park Sports Hub - New sports hub to include Gym & running track 5,878 507 840 0 0 0 0 0 0 0 0 0 840 RN 18 Public non-adopted paths and roads 0 619 619 225 225 225 225 225 225 225 225 225 2,644 RN 19 Cemetery Extension, North Dalnotter 14 250 0 250 0 0 0 0 0 0 0 0 250 RN 20 Vale of Leven Cemetery 741 61 87 0 0 0 0 0 0 0 0 0 87 RN 21 Allotment Development 215 150 154 123 0 0 0 0 0 0 0 0 277 RN 22 Waste Transfer Station 0 200 200 1,780 0 0 0 0 0 0 0 0 1,980 RN 23 Play Area Upgrade Programme 149 417 417 642 100 100 100 100 100 100 100 100 1,859 RN 25 Whitecrook Tennis Court 44 15 1 0 0 0 0 0 0 0 0 0 1 RN 26 East End Park Resurfacing 6 379 379 0 0 0 0 0 0 0 0 0 379 Page 129
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Project Lead Chief Officer Spend to 31 March 2024 Updated Budget 2024/25 Forecast Outturn 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget 2031/32 Budget 2032/33 Budget 2033/34 Budget 2024/25 to 2033/34 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 RN 27 Park Improvements and Multi Games Area - Goldenhill Park 0 150 150 0 0 0 0 0 0 0 0 0 150 RN 28 Balloch Mountain Bike Track 0 100 20 430 0 0 0 0 0 0 0 0 450 RN 29 Pappert 2G Pitch 8 242 242 0 0 0 0 0 0 0 0 0 242 RN 30 Kilmaronock Cemetery Extension 45 13 5 0 0 0 0 0 0 0 0 0 5 RN 31 Exxon City Deal 6,779 2,500 4,500 20,000 10,970 4,693 0 0 0 0 0 0 40,163 RN 32 Active Travel 0 646 646 387 0 0 0 0 0 0 0 0 1,033 RN 33 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 0 500 50 2,200 0 0 0 0 0 0 0 0 2,250 RN 34 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 0 333 333 0 0 0 0 0 0 0 0 0 333 RN 35 Transport Scotland 24-25 Implementation 20MPH Speed Limits 0 105 105 0 0 0 0 0 0 0 0 0 105 RN36 Review of schools speed Limits 0 0 0 75 0 0 0 0 0 0 0 0 75 Total Roads and Neighbourhood 21,831 16,400 17,961 32,557 21,519 15,722 4,191 4,176 4,176 4,176 4,176 4,176 112,829 EDUC 1 AV Equipment - Education 292 60 60 100 100 100 100 107 0 0 0 0 567 EDUC 2 Digital Inclusion 324 32 32 0 0 0 0 0 0 0 0 0 32 EDUC 3 Schools Estate Improvement Plan - next Phase - Faifley Campus 2,491 15,181 20,896 10,374 2,754 0 0 0 0 0 0 0 34,024 EDUC 4 Schools Estate Improvement Plan 18,734 3,170 3,170 0 0 0 0 0 0 0 0 0 3,170 EDUC 5 Free School Meals Expansion 0 1,190 0 1,190 0 0 0 0 0 0 0 0 1,190 Total Education 21,841 19,633 24,158 11,664 2,854 100 100 107 0 0 0 0 38,983 HSCP 1 Special Needs - Aids & Adaptations for HSCP clients 0 867 867 767 767 767 767 767 767 767 529 767 7,532 HSCP 2 ICT Modernisation HSCP 0 63 50 141 259 259 200 190 190 190 187 180 1,846 HSCP 3 Community Alarm upgrade 0 155 273 339 40 40 40 42 42 42 42 67 967 Total HSCP 0 1,085 1,190 1,247 1,066 1,066 1,007 999 999 999 758 1,014 10,345 P&T 1 ICT Modernisation 0 482 482 696 554 806 436 436 436 436 436 556 5,274 P&T 2 ICT Security & DR 0 642 642 792 387 387 387 387 387 387 387 387 4,530 P&T 3 365 Implementation 418 325 325 240 0 0 0 0 0 0 0 0 565 P&T 4 Development of Workforce Management System 0 46 46 47 48 49 49 59 0 0 0 0 298 Total P&T 418 1,494 1,494 1,775 989 1,242 872 882 823 823 823 943 10,666 Overall Total 63,761 59,470 58,265 73,780 47,193 26,267 11,037 11,031 10,865 10,865 10,624 11,000 270,926 Page 130
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WEST DUNBARTONSHIRE COUNCIL Appendix 6 GENERAL SERVICES CAPITAL PLAN UPDATE 2024/25 TO 2033/34 - RESOURCES Income to 31 March 2024 Budget 2024/25 Projected Outturn 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget 2029/30 Budget 2030/31 Budget 2031/32 Budget 2032/33 Budget 2033/34 Total £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Resources Carried Forward 5,229 2,258 2,956 0 0 0 0 0 0 0 0 2,518 Turnberry Homes 6 0 6 0 0 0 0 0 0 0 0 6 Auld Street Bond 42 0 42 0 0 0 0 0 0 0 0 42 Digital Inclusion 41 32 9 0 0 0 0 0 0 0 0 41 Can on the Canal 757 0 757 0 0 0 0 0 0 0 0 757 Internet of things Asset Tracking 1 0 0 0 0 0 0 0 0 0 0 0 Clyde Mission 1,672 170 1,502 0 0 0 0 0 0 0 0 1,672 Levelling Up Funding 1,718 1,718 0 0 0 0 0 0 0 0 0 1,718 Placed Based Investment 409 3 407 0 0 0 0 0 0 0 0 410 Electric Vehicle Infrastructure 39 0 39 0 0 0 0 0 0 0 0 39 Connecting Clydebank (Clydebank Charrette A814) 68 68 0 0 0 0 0 0 0 0 0 68 Roads SG Income - 20mph 23 0 23 0 Whitecrook Tennis Court 16 1 0 0 0 0 0 0 0 0 0 1 Exxon City Deal 61 61 0 0 0 0 0 0 0 0 0 61 Playdrome 171 0 171 171 Inspiring School Age Childcare Spaces Fund 205 205 0 0 0 0 0 0 0 0 0 205 General Services Capital Grant 3,407 3,407 18,635 3,407 3,407 3,407 3,407 3,407 3,407 3,407 3,407 49,298 General Services Capital Grant 3,789 3,789 8,073 3,789 3,789 3,789 3,789 3,789 3,789 3,789 3,789 42,174 Less PSHG to HEEDS (382) (382) (382) (382) (382) (382) (382) (382) (382) (382) (382) (3,820) Gruggies Burn 0 0 10,944 0 0 0 0 0 0 0 0 10,944 Ring-fenced Government Grant funding 12,428 12,864 21,581 8,345 2,299 0 0 0 0 0 57,245 Scottish Government Active Travel (CWSS) 646 646 387 0 0 0 0 0 0 0 0 1,033 Play Parks Grant Funding 235 235 542 0 0 0 0 0 0 0 0 777 Free School Meals 1,190 1,190 0 0 0 0 0 0 0 0 0 1,190 Level Up Funding 6,542 5,107 5,114 6,526 0 0 0 0 0 0 0 0 18,182 District Heating Network Expansion 250 250 250 8,345 2,299 0 0 0 0 0 0 11,144 Exxon City Deal - grant allocation applied to city deal project 5,614 5,000 5,429 13,876 0 0 0 0 0 0 0 0 24,919 Match-funding/other grants & contributions 1,226 1,061 205 0 0 0 0 0 0 0 0 1,041 Scottish Government River Leven Flood Prevention 278 278 0 0 0 0 0 0 0 0 0 278 Strathclyde Partnership for Transport 0 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 285 275 0 0 0 0 0 0 0 0 0 275 Transport Scotland 24-25 Implementation 20MPH Speed Limits 105 105 0 0 0 0 0 0 0 0 0 105 Revision & Assessment of Core Paths Around Schools 48 48 0 0 0 0 0 0 0 0 0 48 Independent Traveller & Walking Programmes School Travel - People Place Funding not SPT 10 10 0 0 0 0 0 0 0 0 0 10 Others 0 Allotment Development Derelict Fund 100 100 0 0 0 0 0 0 0 0 0 100 Balloch Park Mountain Bike track 225 20 205 0 0 0 0 0 0 0 0 225 Resurfacing of East End Park all weather pitch 175 175 0 0 0 0 0 0 0 0 0 Securing sites to make safe 0 50 0 0 0 0 0 0 0 0 0 Capital Receipts 0 0 0 0 0 0 0 0 0 0 0 18,962 Prudential Borrowing 36,931 38,426 30,403 35,441 20,561 7,630 7,623 7,459 7,458 7,217 7,593 141,612 Funded from Revenue 250 250 0 0 0 0 0 0 0 0 0 250 0 Total - all 59,471 58,266 73,780 47,193 26,267 11,037 11,030 10,866 10,865 10,624 11,000 270,926 0 Resources held on Balance Sheet 5,229 2,258 2,956 0 0 0 0 0 0 0 0 5,214 General Capital Grant 3,407 3,407 18,635 3,407 3,407 3,407 3,407 3,407 3,407 3,407 3,407 49,297 Ring Fenced Capital Grant 12,428 12,864 21,581 8,345 2,299 0 0 0 0 0 0 45,089 Match-funding 1,226 1,061 205 0 0 0 0 0 0 0 0 1,266 Capital Receipts 0 0 0 0 0 0 0 0 0 0 0 0 Required Prudential Borrowing 36,931 38,426 30,403 35,441 20,561 7,630 7,623 7,459 7,458 7,217 7,593 169,810 Revenue contributions 250 250 0 0 0 0 0 0 0 0 0 250 TOTAL RESOURCES IDENTIFIED 59,471 58,266 73,780 47,193 26,267 11,037 11,030 10,866 10,865 10,624 11,000 270,926 Page 131
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Appendix 7 Valuation Joint Board This is linked to the VJB capital plan Cash Receipting system enhancements Development work required to ensure our computer systems remain robust and fit for purpose Agresso Development Development work required to ensure our computer systems remain robust and fit for purpose Cost of Living Required to assist with cost of living projects. IFRS 16 Database To ensure compliance with new accounting standard for leasing Community Success Capital Fund Help and support community organisations to give them the time to develop plans, business cases, leases or asset transfer requests and to seek alternative funding to ensure their long term future. Community Sports Success Sports groups and organisations interested in pursuing community ownership to enhance sporting facilities in the area and support and increase opportunities for our communities to be physically active. Strathleven Place This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan and Corporate Asset Management Strategy. New Sports Changing Facility (Old OLSP site) This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Contained within Asset Management Plan Property & Corporate Asset Management Strategy. Building Upgrades and H&S This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Contained within Asset Management Plan Property. Direct Project Support This is a general support budget that is not linked to a specific asset management plan Depot Rationalisation This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Contained within Asset Management Plan Property & Corporate Asset Management Strategy. Schools Estate Improvement Plan - next Phase Faifley This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Contained within Asset Management Plan Property & Corporate Asset Management Strategy Finance Ledger System Procure new system to ensure our computer systems remain robust and fit for purpose Heritage Capital Fund Administration budget commitment Transformation of Infrastructure Libraries and Museums Committee approved spend to invest in the improvement of the Libraries and Culture Service. This fits in with efficient, effective, frontline services from the Strategic Plan. Free School Meals This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Legal Case Management System ICT Asset management plan commits to delivering ICT assets that are fit for purpose in terms of ease of use, meeting business requirements and innovative Re -imagine Antonine Wall This is a multi partner project and is a heritage site involving Historic Environment Scotland and other Local Authorities. The aim is to carry out regeneration heritage projects and development. It links in with Regeneration of West Dunbartonshire area. Installation of Solar PV at Clydebank Leisure Centre This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. To continue to reduce energy consumption and deliver savings through effective asset management. Replace failed heating controls/valves & recommission This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. To continue to reduce energy consumption and deliver savings through effective asset management. Regeneration/Local Economic Development The LED budget contains numerous sub-projects. Regeneration Fund This links in with plans to regenerate the West Dunbartonshire area and there are sub projects within the plan to allow this to happen. Place Based Investment This links in with plans to regenerate the West Dunbartonshire area and ensure plans are shaped by the needs of the community Clydebank Can on the Canal This project will provide a new community-run activities centre in Clydebank Town Centre which assists with the regeneration of the local area. District Heating Network Expansion This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Corporate Asset Management Strategy. Level Up Capacity Funding Funding received from Scottish Government which has been targeted to support regeneration of the local area Level Up Funding Funding received from Scottish Government which has been targeted to support regeneration of the local area Clyde Mission Catalyst Fund Development of Projects along the waterfront to regenerate communities, create jobs and support sustainable growth. Securing sites Ensuring the safety of sites for Health & Safety. Infrastructure - Roads This links to the Roads Asset Management Plan - to provide an improved Roads Infrastructure which supports the Council's strategic aims & objectives with respect to connectivity and access to employment, education, health, leisure and transport opportunities. Flood Risk Management SEPA licensing & delays incurred by 3rd party utilities resulted in slippage of programme & therefore budget Linking to AMP Flood protection of River Leven & surrounding water courses & critical drainage infrastructure. Chief Officer - Environment and Neighbourhood General Services Capital Plan Linkage of Capital Projects to Asset Management Plans Chief Officer - Regulatory and Regeneration Chief Officer - Communications, Culture, Communities and Facilities Chief Officer - Resources Page 132
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Street Lighting and associated electrical infrastructure AMP states that we will continue with our ongoing programme of column and infrastructure replacement. Flood Prevention Development of flood prevention plans Vehicle Replacement The Asset Management Plan - Vehicle Fleet establishes the replacement intervals for light commercial vehicles (10 Years) and heavy vehicles (7 years) from the date of first registration. The capital budget for replacement vehicles is aligned to replacement dates of the vehicles. Auld Street Clydebank - Bond Works to be carried out from recovered Road Bond include C/way, F/Way resurfacing, roundal & street lighting. River bank erosion repair - Levenhowe Assist with flood prevention Clydebank Charrette, A814 This will enhance the A814 through Clydebank and links to the current AMP Roads Plant The Asset Management Plan - Vehicle Fleet establishes the replacement intervals for light commercial vehicles (10 Years) and heavy vehicles (7 years) from the date of first registration. The capital budget for replacement vehicles is aligned to replacement dates of the vehicles. A813 Road Improvement Phase 1 A813 forms a strategic link from the settlements witing WDC both Carriageway and geometry require upgrading to current specifications and is named in current AMP. Pavement Improvements AMP states that we will undertake footway improvements as part of the Capital Programme. Traffic Signal Upgrades Upgrade required due to repeated failure of current signals Gruggies Burn Flood Prevention Scheme Project design is ongoing as optioneering has produced alternative design solutions ongoing discussions with Consultants, Contractors & SEPA have permitted us to appoint a Specialist Contractor via Scape framework to produce a "Buildabilit"y statement. Ground investigation works instructed under Scape framework. Specialist Consultant appointed via SLC Professional Services Framework. AMP - continuation of the development of Gruggies Burn and subsequent implementation of Gruggies Burn Flood Prevention Scheme. Electrical Vehicle Charging AMP states that we will continue to work with other service departments and organisations to install Electric Vehicle Charging points. River Leven Flood Prevention Scheme AMP states that we will develop and produce a Flood Protection Study of the River Leven. Continued participation in Call - Clyde & Loch Lomond Flood Prevention Management Group. Vehicle Replacement Strategy The Asset Management Plan - Vehicle Fleet establishes the replacement intervals for light commercial vehicles (10 Years) and heavy vehicles (7 years) from the date of first registration. The capital budget for replacement vehicles is aligned to replacement dates of the vehicles. Posties Park Sports Hub Within the Open Space Asset Management Plan it states that the provision of new 3G pitches and new pavilions has improved the overall sports pitch asset, however there are some facilities still classed as poor which require addressing. Public non adopted paths and roads Upgrading paths is mentioned in the following sections of the Open Space Asset Management Plan - Amenity Greenspace, Public parks, Green Corridors and Cemeteries. Cemetery Extension, North Dalnotter Links to the Asset Management Plan. Vale of Leven Cemetery Extension The Open Space Asset Management Plan states that we will identify a new Cemetery site in the Vale of Leven. Allotment Development There is a section within the Open Space Asset Management Plan Action Plan on Allotments. This states that in line with the Councils obligations under the Community Empowerment Act we will provide three new allotment sites of at least 0.66 hectares. Waste Transfer Station The design, development and construction of a recycling and bulk waste transfer facility that will ensure all recycling material can be sorted and disposed off appropriately to ensure compliance with landfill ban in 2025. Play Area Upgrade Programme This project links to the Open Space Asset Management Plan Action Plan where there is a section on Play space for children and teenagers Whitecrook Tennis Court Upgrade This project links to the Open Space Asset Management Plan Action Plan East End Park Resurfacing AMP states that we will undertake footway improvements as part of the Capital Programme. Park Improvements and Multi Games Area - Goldenhill Park This project links to the Open Space Asset Management Plan Action Plan Balloch Mountain Bike Track AMP states that we will undertake footway improvements as part of the Capital Programme. Pappert 2G Pitch This project links to the Open Space Asset Management Plan Action Plan. Kilmaronock Cemetery Extension The Open Space Asset Management Plan states that we will construct an extension to Kilmaronock Cemetery. Exxon City Deal This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Corporate Asset Management Strategy. Cycling, Walking and Safer Streets AMP states that we will undertake footway/cycleway Capital improvements. Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. Within the Open Space Asset Management Plan it states that the provision of new 3G pitches and new pavilions has improved the overall sports pitch asset, however there are some facilities still classed as poor which require addressing. Contained within Asset Management Plan Property & Corporate Asset Management Strategy Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides These projects improve & support connectivity and equal access to Public transport and infrastructures for cycling. Transport Scotland 24-25 Implementation 20MPH Speed Limits Develop a 20mph Strategy and Implementation Plan for West Dunbartonshire Council area as part of Asset Management Plan Review of Schools speed limits Review speed limits around schools as part of Asset Management Plan AV Equipment - Education The current Education audio visual estate numbers ~650 teaching boards. ~200 boards are currently aged 7+ years old and/or faulty. The project aims to create and maintain a 'fit for purpose' learning environment to ensure compatibility with emerging and future technology by replacing ageing and faulty audio visual teaching boards. Chief Officer - Education, Learning and Attainment Page 133
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Digital Inclusion Increase the ratio of chrome book devices for most disadvantaged children and families and support for families with remote access. Particular requirement during recent pandemic Schools Estate Improvement Plan This links to key objectives within the Regeneration Delivery Plan, Asset Management Service Plan and Property Asset Management Plan. Contained within Asset Management Plan Property & Corporate Asset Management Strategy Aids & Adaptations The provision of Aids and Adaptations links some of our main strategic priorities of Early Intervention, Access and Resilience – which ties into the Scottish Government’s 2020 Vision of “supporting people to live longer, healthier lives at home or in a homely setting” for as long as is reasonably possible and also to support WD residents (mainly older people and physical disabilities) to be discharged home from hospital as soon as possible – a key Strategic Priority as set out in the HSCP Strategic Plan ICT Modernisation HSCP ICT Asset management plan commits to delivering ICT assets that are fit for purpose in terms of ease of use, meeting business requirements and innovative Community Alarm upgrade Development work required to ensure our computer systems remain robust and fit for purpose ICT Modernisation ICT Asset management plan commits to delivering ICT assets that are fit for purpose in terms of ease of use, meeting business requirements and innovative ICT Security & DR ICT Asset Management Plan commits to delivering a secure and resilient but cost effective infrastructure to support service delivery and minimise disruption 365 Implementation ICT Asset management plan commits to delivering ICT assets that are fit for purpose in terms of ease of use, meeting business requirements and innovative Development of Workforce Management System ICT Asset management plan commits to delivering ICT assets that are fit for purpose in terms of ease of use, meeting business requirements and innovative Chief Officer - Health and Social Care Partnership Chief Officer - People and Technology Page 134
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saa.gov.uk/dab-vjb Peter Hessett Chief Executive Officer West Dunbartonshire Council 16 Church Street Dumbarton G82 1QL 30 January 2025 Dear Peter DABVJB Constituent Contributions – 2025/26 I would like to provide an update to you on the financial challenges facing the Board and the estimated 2025/26 – 2027/28 revenue budget gaps, along with a request to increase the level of contribution that your authority makes to the Board. Since 2012/13, the core constituent funding to the Board has either reduced or been ‘flat cash’ having settled upon a figure of £2,611,171 for the past 7 years. Carrying out only statutory services, for which no charge is levied to users, the Board has no ability to raise extra income, and is therefore reliant on constituent contributions to ensure the statutory obligations carried out on behalf of each unitary authority are met. With constituent contributions having been frozen for so long, the Board has been heavily reliant on reserves, and direct grant funding from Scottish and UK Governments over previous years in order to meet its ongoing revenue requirements which include continuous cost pressures coming from increased pay awards and high inflation. The table below shows the depletion in reserves, indicating that the revenue reserves will be fully utilised by 2025/26. This is consistent with the trend reported within the long-term finance strategies as presented to Board: Year Movement in reserves Revenue Reserve £ £ 20/21 700,111 21/22 202,314 902,425 22/23 (71,643) 830,782 23/24 (197,723) 633,059 24/25 (est) (253,116) 379,942 25/26 (379,942) 0 Kilbrannan House Bolgam Street Campbeltown PA28 6JY 01586 555300 235 Dumbarton Road Clydebank G81 4XJ 0141 562 1200 APPENDIX 8 assessor@dab-vjb.gov.ukPage 135
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saa.gov.uk/dab-vjb Cost Pressures The Board faces ongoing financial challenges, specifically noted as follows: 2025/26 Pressures • Nationally agreed payawards have been funded by reserves for many years, with no additional funding provided by Scottish Government or constituent authorities. • Increase to Employers National Insurance Contributions effective from 1 April 2025. • Non-domestic Rates Revaluations (occurring more regularly following Barclay reforms) will be required during 2025/26; requiring the issue of Draft Valuation Notices (another Barclay Reform) in addition to final Valuation Notices. • An additional Electoral Registration write out as required by the UK Elections Act. In a change to funding models, the Board will no longer receive Grant funding for the additional costs arising from the UK Elections Act. Instead, the UK Government (via MHCLG) have distributed the additional funding in England through Revenue Support Grants to Local Authorities. The consequence of this is that the money to fund these additional burdens on Electoral Registration Offices in Scotland is now transferred through Barnett Consequentials. At present, it does not look as though the funding is being passed on to the Board, and therefore no income has been included within the estimates. • The continuing new (since 2022/23) requirement for Assessors to establish on an annual basis whether each Self Catering property on the Valuation Roll satisfies the new legislative requirements to remain on the Valuation Roll, transferring those that do not, to the Council Tax List. The Board has a high proportion of these properties, with around 2500 properties requiring to be corresponded with, and provided information being scrutinised, a decision being made, and the Valuation Roll/Council Tax Lists being updated in response. No extra funding has ever been provided for this new annual burden, and it is therefore being resourced with existing staff. 2026/27 Specific Pressures • 2026/27 will see the Employers superannuation contribution rates increase from 6.5% to 17.5%. • The Board will deliver Electoral Registration functions for the Scottish Parliamentary Election. With such short timescales on the run up to a large scale election, the only way the statutory service can be delivered is with a reliance on existing staff to work overtime. Replacement Scottish Assessors (SA) Portal System • The SA Portal is a shared system among all Scottish Assessors. The Portal is jointly managed and funded by all Assessors in Scotland and has seen greater provision of information to ratepayers in recent years following Barclay recommendations. The Board contributes towards the maintenance of the current system; which represents exceedingly good value at a cost of approximately £15,000 per year. The technology behind the Portal is now end of life, and a project has begun to deliver a refresh of the system, using current technologies. Indicative costs are in the region of £2.5m. Discussions are taking place with the Scottish Government in an attempt to secure funding, however the Board may require to fund a share of the upfront capital costs and then continue to support the ongoing revenue maintenance costs. assessor@dab-vjb.gov.ukPage 136
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saa.gov.uk/dab-vjb assessor@dab-vjb.gov.uk The Budget Gaps Taking the above cost pressures into account, the initial work carried out on the estimates for the next 3 years indicates the following budget gaps: 2025/26 2026/27 2027/28 Net Expenditure £3,414,952 £3,714,635 £3,820,425 Constituent Contribution (£2,611,171) (£2,611,171) (£2,611,171) Assumed Barclay Funding (TBC) (£190,886) (£190,886) (£190,886) Use of Reserves (£379,942) £0 £0 Budget Gap £232,953 £912,578 £1,018,368 Measures to Balance the Budget The statutory functions provided by the DABVJB provides a challenge in terms of identifying saving options to help address the future budget gaps. Employee costs represent 75% of the net expenditure budget. The establishment list was revised and streamlined during the 2024/25 estimates process, with 5 posts being deleted in order to help fund the cost of the new Assessors system. Moreover, the service continues to be put under immense pressure, due to the large number of trainee staff in post, placing additional demands on the limited qualified members of the team. Reducing staff would mean that statutory duties would not be fulfilled Essential operating costs such as postage and printing, computer licences and central support costs make up the remaining 25% of the net expenditure budget. Efficiencies have already been sought where possible through contract re-negotiations for machine rentals and computer software and increased efforts to channel shift where possible in terms of reducing printing & postages Other Considerations The condition of the DABVJB office buildings continue to deteriorate, with the Clydebank office being particularly bad. The outcome of a RAAC survey is awaited to establish if the building is affected. Once the outcome of this survey is known, consideration will be given to the future of the property, which may be as much a liability as it is an asset. The Board’s occupation of the property is relatively cheap, with no rent or service charges being payable, and repairs and maintenance expenditure being low, as only the most urgent of repairs are being carried out. Request for an increase in Constituent Contributions With the Chancellor of the Exchequer announcing significant increases in revenue and the anticipated additional Barnett Consequentials coming to the Scottish Government, and the funding model from both UK and Scottish Governments being toward funding via constituent authorities (rather than direct grants to the Board), it is now time to revisit the unsustainable approach of previous years to maintain contributions at a standstill level. The request for an increase in contributions aims to 1. rebuild the Prudential Reserve and 2. bridge the funding gaps as follows: 1.The Prudential Reserve The Board’s Prudential Reserves Policy states that the core “Prudential” Reserve be maintained at a level of 2% of net expenditure or £0.100m, whichever is higher. Page 137
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saa.gov.uk/dab-vjb assessor@dab-vjb.gov.uk 2. Bridging the funding Gap The impact on each authority, in order to rebuild the prudential reserve next financial year and to fully fund the budget gaps going forward is shown below: Increased contribution to core funding 2025/26 2026/27 2027/28 Additional Contributions: East Dunbartonshire 92,476 160,989 29,383 West Dunbartonshire 93,899 163,466 29,835 Argyll & Bute 146,578 255,171 46,572 Total increase in “core” funding 332,953 579,626 105,790 The estimates assume that the Scottish Government continues to provide Barclay funding to Local Authorities and that each authority continues to pass this through to the DABVJB. These contributions are in addition to the “core” funding increases highlighted above. However, should this funding cease, the shortfall would also need to be met from council contributions. The revised anticipated revenue contributions are as follows: Council Revenue Contributions Standstill 2025/26 Requested 2025/26 Estimate 2026/27 Estimate 2027/28 East Dunbartonshire 725,243 817,719 978,708 1,008,091 West Dunbartonshire 736,400 830,300 993,765 1,023,600 Argyll & Bute 1,149,528 1,296,105 1,551,277 1,597,849 Total contribution 2,611,171 2,944,124 3,523,750 3,629,540 The Board has been driving efficiencies for around twenty years now, and has reached the point of being at minimum resource requirement to deliver solely its statutory responsibilities. I have charted the Board’s progress on its journey of delivering efficiencies. The table below shows the Board’s agreed budget in 2005/06, compared with the estimates for 2025/26. I have also index linked the 2005/06 Budget with RPI to show where the coming years budget would be if funding had been kept simply in line with inflation. By my calculations, this demonstrates that the Board has delivered efficiency savings of over £1.8m annually, a reduction of 35% over a period of 20 years. The majority of the savings have been realised through a reduction in workforce numbers of 27%. Page 138
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saa.gov.uk/dab-vjb assessor@dab-vjb.gov.uk 2005/06 Budget Estimate As % of Total 2005/06 Estimates indexed to 2025/26 2025/06 Estimated Budget As % of Total % increase of Budget 2005/06 to 2025/26 Employee Costs £2,063,550 78.74% £4,147,735 £2,552,459 74.54% 24% Property Costs £119,800 4.57% £240,798 £128,367 3.75% 7% Supplies and Services £19,750 0.75% £39,697 £175,471 5.12% 788% Payments to other bodies £7,000 0.27% £14,070 £10,856 0.32% 55% Admin Costs £370,450 14.13% £744,604 £556,822 16.26% 50% Other Expenditure £40,250 1.54% £80,902 £227 0.01% -99% Gross Expenditure £2,620,800 100.00% £5,267,808 £3,424,202 100.00% 31% The Joint Board have a further new obligation arising from the Barclay Reforms, and that is a report required under s.24 of the Non-Domestic Rates (Scotland) Act 2020 on the resourcing of assessors. The Board requires to report to the Scottish Government by 31 May this year. A paper on the report will require to be approved by the Board in March. I would ask that if you would like to input to this paper, that you engage with myself and the Treasurer by the end of February. I would seek your support in preparing for the above requested assistance to the Board, and would be pleased to reach an agreed position ahead of the Joint Board meeting on the 28th March, where the Board will agree its budget for the next financial year. If I can be of any further assistance, please do let me know. Best wishes, Russell Hewton Assessor & Electoral Registration Officer Page 139
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Assessment No 1118 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Members Amanda Graham, Chief Officer (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 01 Reduce Highland Games Spend The aim, objective, purpose and intended outcome of policy In March 2024, a saving option was approved which removed the £14,000 grant for future years and directed the Games committee towards WDCVS for assistance with applying for external funding or to seek sponsorship for the event. Given recent service reductions to deliver savings and the requirement to ensuring overtime spend is essential, it would be extremely challenging to provide staffing and meet the other costs of the event. The Games Committee opted not to stage the event in 2024, and an opportunity exists to remove all funding and generate a saving for the Council of circa £15,000 from budgets. The Games Committee would have the option to proceed with the event independently and meet all costs. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDLT Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Residents, visitors, local businesses. Who will be/has been involved in the consultation process? WDLT APPENDIX 9 Page 140
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Health N/A N/A N/A Age N/A N/A N/A Disability N/A N/A N/A Gender Reassign N/A N/A N/A Marriage & Civil Partnership N/A N/A N/A Pregnancy & Maternity N/A N/A N/A Race N/A N/A N/A Religion and Belief N/A N/A N/A Sex N/A N/A N/A Sexual Orientation N/A N/A N/A Human Rights Universal Declaration of Human Rights Article 27 says everyone has the right to freely participate in the cultural life of the community, to share scientific advances and its benefits, and to get credit for their own work. This article firmly incorporates cultural rights as human rights for all. UNCRC considerations. in terms of provision, protection and participation. The organisers did not hold the games in 23/24. Unlikely to have a significant impact, if games continued. More likely to have an impact if the committee decide not to continue with games. Other cultural participation opportunities are available in West Dunbartonshire. Cross Cutting Important to look at how factors may crosscut and to consider any cumulative impacts. The Council stages free events including family fun days, which take place in parks including Moss o’Balloch, the Pipe Band Championships in Dumbarton and the annual fireworks display. Other cultural participation opportunities are available in West Dunbartonshire, with those provided by the Council being free of charge. Social & Economic Impact Need to consider Fairer Scotland Duty requirements. The organisers did not hold the games in 23/24. No major economic negative impact was noted. Potentially may impact on the local economy if the committee decided not to proceed with the event as a result of the withdrawal of grant, though it is unlikely that the impact would be major. Page 141
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Other cultural events occur in West Dunbartonshire. The Council stages free events including family fun days, which take place in parks including Moss o’Balloch, the Pipe Band Championships in Dumbarton and the annual fireworks display. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1118: We have considered the potential socio-economic impact in line with the Fairer Scotland Duty and have concluded there is likely to be minimal impact for example on businesses, even if the Loch Lomond Highland Games committee decide not to continue with the games. We have also considered impacts from a Human Rights perspective, including UNCRC, and do not believe that there would be any significant impact on fulfilment of rights by reducing this non-core funding. If the games did not proceed a local opportunity for cultural participation would no longer be available. Other cultural participation opportunities are available in West Dunbartonshire, with those provided by the Council being free of charge. Page 142
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Assessment No 1123 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Lauren Crooks Manager Members Citizen, Culture and Facilities (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 02 Reduce or Close Clydebank Town Hall The aim, objective, purpose and intended outcome of policy Clydebank Town Hall is currently open as standard Tuesday to Friday with flexible opening out with this for events which generate an income. In light of the high property costs of the building the opening hours could be revised further. A further review of usage and bookings would be undertaken to ascertain the most appropriate days for opening and closure. Option 1 – Clydebank Town Hall opening reduced to three days a week (£15k saving) Building would continue to open on additional days as required to support pre-booked events as the cost is mitigated by the income generated. Access for elected members and support staff would be maintained on three week days. Option 2 - Clydebank Town Hall operates four days with reduced hours daily (£8k saving) Reduced hours would be introduced on each day, for example the building could open, 9am to 1pm each day, or from 1pm to 5pm. Clydebank Town Hall would continue to open as required to support pre-booked events as the cost would be mitigated by the income generated. Engagement would take place with current building users to identify the most suitable opening days/times and to publicise any change of opening. Elected members and support staff would continue to have access to the building three/four/five days a week with reduced hours with dates for committee and Council business protected. Option 3 - Clydebank Town Hall closure (£315k saving TBC) Under this option, the building would be closed and added to the commercial portfolio to market for sale. Elected member and member support accommodation would be created within alternative premises in the area. All current bookings up to end March 2026 would be honoured. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. CCF Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Page 143
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Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Employees whose normal place of work is in Clydebank Town Hall Elected members Residents and visitors Who will be/has been involved in the consultation process? There will be engagement with current building users to identify the most suitable opening days/times and to publicise any change of opening. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Accessible community spaces contribute to community cohesion. Physical spaces may be even more important to older people, however other age groups also value physical spaces. For all options the building will remain open. Reduction in hours has a potential impact on this group because it reduces the availability of a local cultural space. It should be noted that cultural offer is also available in the adjacent Clydebank Library. Identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Cross Cutting Accessible community spaces contribute to community cohesion. Any changes to opening hours needs to be clearly communicated to members of the public. Clydebank Town Hall provides a unique facility within the Clydebank area in terms of size. Sharing spaces and social contact can help foster good relations and support community cohesions. Any option adopted needs to take these factors into consideration. For all options the building will remain open. Reduction in hours has a potential impact on user groups because it reduces the availability of a local cultural space. It should be noted that cultural activities are also offered in the adjacent Clydebank Library. Identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Page 144
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Disability We have an anticipatory duty to make sure that such services as the Council provides are accessible to disable people. Accessible spaces are important. Feedback from Deaf/BSL users for example has noted a preference for this venue for engagement. For all options the building will remain open. Reduction in hours has a potential impact on this group because it reduces the availability of a local cultural space. It should be noted that cultural offer is also available in the adjacent Clydebank Library. Identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Social & Economic Impact We need to consider the impact of major decisions in line with the October 2021 Statutory Guidance on the Fairer Scotland Duty. A reduction in opening hours could reduce income to the area and may impact on visitor numbers. Negative. Sex We need to be aware of and consider any differential impact in terms of sex. Option 3 would result in the loss of up to four jobs as well as impacting on casual staff. Staff would be supported through the Council’s policies including Switch. Any reduction in posts would more likely affect women due to workforce gender profile Gender Reassign Health Human Rights Under UN rights everyone has the right freely to participate in the cultural life of the community, to enjoy the arts and to share in scientific advancement and its benefits. As a matter of good practice we should consider impacts on Children and Young people. In terms of young people, there are a number of dance shows as well as a couple of junior theatre groups. Arts and Heritage also host school visits. Under options 1 and 2 the building will remain open. Reduction in hours has a potential impact on this group because it reduces the availability of a local cultural space. It should be noted that cultural offer is also available in the adjacent Clydebank Library. Identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Marriage & Civil Partnership Men and women of age, without any limitation due to race, nationality or religion, have the right to marry and to found a family. On average there are 20 plus ceremonies a year. A reduction in hours at this venue reduces space in the area for marriage ceremonies and celebrations. However identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Pregnancy & Maternity Race Page 145
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Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Option 3 would result in the loss of up to four jobs as well as impacting on casual staff. Staff would be supported through the Council’s policies including Switch. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1123: For options 1 and 2 the building will remain open, thus minimizing impacts, which may be negative in terms of cultural participation especially for local people. Similar cultural offer is available in the adjacent Clydebank Library. Identifying a sustainable path in terms of opening hours for the Town Hall would have a positive impact. Option 3 would result in the loss of up to four jobs as well as impacting on casual staff. Staff would be supported through the Council’s policies including Switch. Any reduction in posts would more likely affect women due to workforce gender profile. Page 146
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Assessment No 1113 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Members Stephen Daly - Citizen and Library Service Manager Lorraine Phimister (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 03 Reduce Staffed Citizen Services Provision at Church Street The aim, objective, purpose and intended outcome of policy The front desk at Church Street is the only office location where residents can access services face to face. There are two savings options being considered which would impact face to face provision. Under Option 1, the service would be removed, and residents would be directed to use the phone lines currently provided in reception to call the contact centre or, in the case of emergencies, contact the services direct. This would generate a saving of circa £30,000 per annum. Under Option 2, face to face support would continue to be provided on a part time basis for example 10 am to 1pm daily, with residents able to use telephones in reception out with these times. This would generate savings of circa £15,000 per annum. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Citizen Services Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Members of the public, service users and potential service users Staff may receive more telephone and other queries if face to face is removed Who will be/has been involved in the consultation process? Page 147
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Gender Reassign It is important that services are accessible to trans people. See info. under sexual orientation. Potentially negative. Race Services must adhere to the public sector equality duty (PSED). The council does not have a system in place to ensure that Language Line can be accessed for callers on the telephone, in contrast we have used language Line at Physical public counters. People from most BME groups are more likely to be income deprived than people from most white ethnic groups. Potential negative for all groups and especially negative for BME groups who are more likely to have communication needs relating to language that would currently be much better address via initial face to face contact. Sex Services must adhere to the public sector equality duty (PSED). Currently more female employees staff this workstation than male employees. On average women are more likely to be income deprived than men, e.g. women make up 90% of single parents. Women and children are more likely to experience domestic abuse and gender based violence, and for example may have been cut off from money and bank accounts. This has the potential to disproportionally impact female employees. This could potentially have a negative impact on females who require assistance and have no other means to contact the Council. Cross Cutting We need to take into account how factors combine to impact groups and individuals. We need to take into account potential impacts on services across the Council and partner organisations such as WDHSCP which provide services from Church Street At the time of the original EIA in 2022, there was no clear evidence of impact of similar change caused by closing of Clydebank Town Centre Office as this was done during the period of the Covid lockdown. However, during budget focus groups in October 2023, participants note that the Clydebank Town Centre Office was valuable, to be able to visit and an accessible and effective way of raising and sorting issues. The Scottish Women's Budget Group notes that women and girls have a disproportionate reliance on local government services because they do most of the unpaid care work and Overall impact would be negative. Interplay of factors such as sex, race and disability can magnify likelihood of consequences. Page 148
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therefore rely on local services to support themselves and their families. Decisions made about locally run public services will therefore have a greater impact on women, with disabled women, carers, women from ethnic minority communities, single parents and low paid women likely to feel the biggest impacts. Marriage & Civil Partnership Pregnancy & Maternity Cross cuts with sex, in terms of women and children. Cross cuts with sex, in terms of women and children. Cross cuts with sex, in terms of women and children. Religion and Belief Though race and ethnicity are not the same as religion and belief, there is some cross over in the of experience of communities. Though race and ethnicity are not the same as religion and belief, there is some cross over in the of experience of communities. Potentially negative for some groups. Sexual Orientation Services must adhere to the public sector equality duty (PSED). Research demonstrates that LGBT+ people, especially young people, are at particular risk of experiencing homelessness, and LGBTIQ+ people who are homeless have specific needs that differ to the rest of the homeless population. (2019 and 2018 reports from Stonewall etc.) There is evidence that LBG people are more likely to suffer social exclusion and may not have access to social networks in a way that others have. This could potentially have a negative impact on LGBT+ groups who require assistance and have no other means to contact the Council. Human Rights The council is a duty bearer in terms of the European Convention of Human Rights/Human rights Act e.g. and Article 14, non- discrimination. It is important to consider how children and young people might be affected in terms of Equality and Human rights, and Children's rights. Human rights crosscut with those under equalities, for examples disability provisions, and comments under gender- based violence, women and children. Ensuring accessible services is required to protect human rights, including children's rights. Health Health and wellbeing is a Council focus area as noted in our Strategic Plan 22-27. People will often need to contact the Council at times of great stress. Lack of a face to face contact could increase stress for some people. Social & Economic Impact We need to have regard to the Fairer Scotland Duty in terms of strategic decisions including on how services are delivered. Having no face to face option for initial contact would mean that those who could not use phone of digital method, because of lack of resources This could potentially have a negative impact on those on low incomes who require assistance and have no other Page 149
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The Council views tackling poverty and deprivation as a major concern, and mitigating these effects as much as possible. and funds could be discriminated against. means to contact the Council. Disability The council has a legal duty to ensure that services are accessible to all disabled people, this duty is proactive /anticipatory, and also requires that we make reasonable adjustments as necessary. This would include consideration of a range of factors including opening hours. Some disabled people will not be able to use phones or have difficultly doing so, e.g. hearing loss is the most common form of sensory impairment. Lack of face to face contact may provide extra difficulties for some people. Disabled people, and households with any disabled person are more likely to be income deprived. Negative impact as some service users may be unable to use a telephone and require face to face assistance. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. There would be a need and opportunity to put in place a robust system for calls and call backs, for interpreting, using services such as Language Line for people who are not sufficiently fluent or cannot speak English and using Contact Scotland BSL to enable Deaf users to access services. Will the impact of the policy be monitored and reported on an ongoing basis? Monitor the success of other contact methods for example using the telephone contact centre of out of hours of services. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1113: The assessment details likely negative impacts in terms of race, disability and age, health, human rights including children's rights, sexual orientation, pregnancy and maternity, gender reassignment and socio-economic impact. This in terms of reduction of service; issues would be amplified with closure. Some challenges described may be mitigated with effective signposting and service delivery continuing via the emergency repairs line for those unable to report online. The lack of any face to face option for the council if this was removed, could theoretically breach the Equality Act in combination with other factors if services were in practice less accessible to disabled people. In terms of accessibility needs to include consideration of a range of factors including opening hours. Page 150
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4bgh Assessment No 1115 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Members Stephen Daly - Citizen Services Lorraine Phimister (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 09 Reduce Contact Centre The aim, objective, purpose and intended outcome of policy Currently Citizen Services operates the Customer Contact Centre, Housing Repairs Contact Centre and provides a front of house service at 16 Church Street. The Council recognises that for many people, their digital skills, literacy or deprivation can prevent them from accessing the internet and for this reason it is important to maintain alternative means of contacting the Council. It is recognised that for a number of people the option to call rather than access services online is a preference rather than a necessity. Currently the contact centre employs twelve (11.18FTE) staff. Option 1 Under this option, this number would be reduced by 1 FTE. Work would continue to promote alternative methods of contacting or reporting issues to the Council including via email and via the website. This would generate a saving of circa £30k per annum (inclusive of oncosts) Option 2 Under this option, this number would be reduced by 2 FTE. Work would continue to promote alternative methods of contacting or reporting issues to the Council including via email and via the website. This would generate a saving of circa £60k per annum (inclusive of oncosts) Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Citizen Services Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Page 151
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West Dunbartonshire Council Citizens, Businesses and Visitors.
The Contact Centre acts as a first point of engagement for a significant number of Council services.
Reducing staffing would still retain telephone services for those without internet access or for those
requiring urgent assistance. Each member of staff within the centre answers an average of 300 calls per
week.
Reduction in staff in turn would reduce the calls answered by this amount and increase wait times,
currently there is a 3-minute response time target. This is an average derived from all calls throughout the
year and there are times when we are currently not meeting this target due to call volume.
A reduction by one member of staff would increase the average call answer time to 6 minutes meaning at
peak times the call wait could be upwards of 30 minutes.
A reduction by two members of staff would increase the average call answer time to 10 minutes meaning
at peak times the call wait could be upwards of 45 minutes.
Who will be/has been involved in the consultation process?
Citizen Services
Please outline any particular need/barriers which equality groups may have in relation to
this policy list evidence you are using to support this and whether there is any negative
impact on particular groups.
Specific group to
consider
Needs Evidence Impact
Pregnancy &
Maternity
Cross cuts with sex. Cross cuts with sex. Cross cuts with sex.
Age The Council must not
discriminate in the way it
provided services.
Older people are more likely to
be disabled.
Negative for some older
people who rely entirely
on telephone services.
Marriage & Civil
Partnership
Sexual Orientation
Disability The council has a legal duty
to make its services
accessible to disabled
people, this is both
proactively ('Anticipatory')
and also requires
Reasonable Adjustments.
Waiting time increases may
have more effect on those
living with certain impairments
or conditions.
Negative for some
disabled people who rely
entirely on telephone
services.
Race The Council must not
discriminate in the way it
provides services.
Service users with no or little
English would potentially face
additional barriers due to
increased waiting time. There
is no system in place for
language Line use in this
Contact method although there
is an opportunity to build this
in.
Potentially more
negative for speakers of
languages other than
English.
Religion and Belief
Sex We need to take into
account differential impacts.
Research shows that women
are overall more reliant on
pubic services.
Because of staff
composition reduction
on posts will affect
women more than men.
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Women make up 90% of single parents. Currently all contact centre employees are women apart from one man. Women are more likely to be in poverty than men e.g. women make up 90% of single parents. Human Rights United Nations Convention on the Rights of the Child - 'provision' is a relevant consideration Cross cuts with sex and age (children and young people). Some potential disadvantage in terms of level of provision. Health Health and wellbeing is a focus area in the Council's Strategic Plan. Accessing help and advice in good time can help reduce stress. Could have negative impact of services users due to stress of not being able to speak to someone or having to wait longer. Could increase stress of contact centre employees. Social & Economic Impact The Council has a focus on reducing poverty. Cross cuts with sex in this instance. Negative see 'sex' above. Cross Cutting It is important that the Council takes account of how factors might interact. The Scottish Women's Budget Group notes that women and girls have a disproportionate reliance on local government services because they do most of the unpaid care work and therefore rely on local services to support themselves and their families. Decisions made about locally run public services will therefore have a greater impact on women, with disabled women, carers, women from ethnic minority communities, single parents and low paid women likely to feel the biggest impacts. Increased waiting time may have negative effect on both services users and staff overall. Gender Reassign Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. There would be a need and opportunity to improve online processes and communication across Council services to help reduce the number of calls from residents who can self-manage, therefore potentially reducing call wait times for those who require additional support. There would be a need and opportunity to put in place a robust system for calls and call backs via Language Line and using Contact BSL as required. If replying to voice messages being left, systems in place would need to provide a reliable and timely callback/contact Will the impact of the policy be monitored and reported on an ongoing basis? Page 153
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Yes Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1115: Waiting times are likely to increase. Details potential negative impacts for service users who are older people, disabled people and some members of some BME groups, women and children. There would be a need and opportunity to put in place a robust system for calls and call backs via Language Line and using Contact BSL as required. As the vast majority of staff are female reductions are likely to affect women more than men. Page 154
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Assessment No 1122 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Officer Members Amanda Graham, Chief Officer for Citizen, Culture and Facilities Ricardo Rea (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF10 Remove Community Budgeting Fund The aim, objective, purpose and intended outcome of policy The Communities Team budget includes a controllable Payments to Other Bodies that is distributed to community groups through Participatory Budgeting (PB). In West Dunbartonshire this model of grant giving is known as Community Budgeting (CB). The Community Choices 1% Framework Agreement between COSLA and the Scottish Government commits to enabling local citizens to decide how 1% of local authority annual budget should be spent to be taken. The CB allocation contributes to the Council’s annual return. A budget of £27,000 was available for groups to bid for in 2024. Community Budgeting is small grants and only delivered every two years to avoid groups becoming reliant. It did not take place in 2023/24 and is not scheduled to take place in 2025/26. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Elected members, senior management and Communities Team management. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The staff members, other council service areas and the service users/communities that the team support. The Communities Team supports the empowerment / youth empowerment agenda in a variety of ways including through the Community Budgeting (CB) process. This is a democratic process where local citizens can vote to decide what groups / projects should be awarded grant funding. The Council has been successfully delivering CB over 6 phases now since 2016 allowing local people to direct almost £1m in support to valuable community organisations. The fund is well established, and the local democratic process has continuously improved through meaningful participation from local people ensuring those involved improve their confidence, skills and social networks. Page 155
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This process responds to the Community Choices Framework agreement between CoSLA and the Scottish Government that commits that local authorities will target 1% of their annual budgets through participatory processes. The money was directed by local people to support the continuation or start-up of community projects and organisation. These are often projects that support life skills, confidence building, isolation, addictions, health and well-being, poverty of opportunity and food and fuel poverty. Who will be/has been involved in the consultation process? Elected member, senior officers and the Communities management team. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Council Equality Outcome on increasing participation of younger people. Previous rounds of CB have supported groups that provide sport, craft and cultural activities for young people giving many an opportunity to participate in a safe and welcoming environment. This fund has supported a range of organisations that deliver community-based services for people of all ages. Many groups are focused on supporting young people to provide opportunities to engage in positive activities. Each phase of community budgeting has allowed the process to improve and the community to further benefit from the funding. Each project provides an evaluation report ensuring that the funding is reaching the most vulnerable in our communities. Potentially some negative impact for some groups with a focus on older or young people Cross Cutting West Dunbartonshire benefits from a wealth of community organisations delivering valuable services to support people in our most disadvantaged communities. These groups rely on the voluntary commitment of local people aiming to make a difference in their communities. The groups that have been supported through this fund Empowering communities and increasing local democracy is a preventative approach to increase individual and community resilience that in turn reduces the burden on public services. By supporting community organisations to expand their offer to those most in need across the authority supports the ambitions set out in the Local Outcome Improvement Plan The impact reductions are more likely to fall on more disadvantaged communities to varying degrees. Removal will have an impact on the council's commitment to the Community Choices 1% Framework Agreement between COSLA and the Scottish Government. Page 156
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in the past include: food banks, addiction support services, disability groups, faith groups, groups that support young people into sporting activities, diversionary activities, creative clubs, Information Technology clubs, development trusts and isolation support groups. This does not cover all the groups supported but provides confirmation that this fund has a very wide reach and impact. The fund supports priority groups across the authority and seeks to support others to address poverty of opportunity. and Strategic Plan of addressing inequalities. Many community groups operate in areas suffering from multiple deprivation and represent many different equality groups. Community groups provide important benefits that include opportunities for people to meet, socialise, improve their confidence, their health and tackle social isolation. The reduction will be reflected in the return to the Scottish Government or will be made-up elsewhere in the organisation. No group is completely reliant on this funding. The Council would continue to promote wider participatory budgeting. Disability Council Equality Outcome increasing participation of disabled people. Disability groups have been supported in the past and include National Autistic Society, West Dunbartonshire Dyslexia Support, Shopmobility, West Dunbartonshire Epilepsy Support Group, The Big Disability Group and Get up and Go Youth Club. Collectively these groups support hundreds of people on a regular occurrence across the authority. A number of disability groups have applied repeatedly and been successful in securing money through the community budgeting process. Disabled people and those living in a household with a disabled person are more likely to be income deprived. Potentially some negative impact for some groups with a focus on disabled people Social & Economic Impact Tackling poverty especially child poverty is priority for the Council and this fund has supported foodbanks on every occasion. Some groups funded in the past have a focus on reducing effects of socio-economic inequality. Removal may result in reduced ability to tackle the effects of economic and financial inequality for some groups. Sex Gender Reassign Health Empowered and active communities improve people's physical and mental health. It supports communities to come together and to make connections which for some Groups that offer drama, martial arts, creative arts and addiction support can all make a difference to someone's health and / mental health. These have been funded in the past. Some of the activities provided by groups because of this funding may cease or have to be funded from elsewhere. Page 157
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can be the only opportunity to engage with others. Community budgeting supports this coming together of people by supporting a wide range of organisations to continue to hold events and promote activity. Collectively these groups support hundreds of people on a regular occurrence across the authority. The impact on the Council/HSCP could be significant if these groups were not supported to continue their work. Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Council Equality Outcome increasing participation of BME groups. At the Scotland level it is recognised that BME are under presented in terms of participation. May have potentially negative consequences for BME groups though it should be noted that direct funding to groups with a BME focus/user base from fund this been very limited. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Removing the funding will likely have a negative impact on some, though groups funded in the past do not completely rely on these funds, which are available only every two years. Groups are able to apply for community grants and community wellbeing funding, youth transition, via the Council. Some of the organisations who have benefited from Community Budgeting have also been supported by this funding. The Council would continue to promote wider participatory budgeting. WDCVS is also a source of information about funding for groups. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1122: Removing the funding may have some negative impact on some groups funded in the past, some of which have supported disabled, younger and older and people and thus their service users. Groups funded in the past do not completely rely on these funds, and these funds were only available every two years. Groups are able to apply for community grants and community wellbeing funding via the Council. WDCVS is a source of information about funding for groups. There is also funding available for through other routes for example the Scottish Governments Communities Mental Health and Wellbeing Fund. The Council would continue to promote wider participatory budgeting as a way of communities more directly influencing Council spend. Page 158
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Assessment No 1120 Owner Amanda Graham Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Amanda Graham Chief Members Amanda Graham, Chief Officer, Citizen, Culture and Facilities Ricardo Rea (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 11 Remove Community Engagement Budget The aim, objective, purpose and intended outcome of policy The Communities Team budget includes a controllable element referred to as the Community Engagement budget. The total available in 2024 was £22,000. Over the years the funding has been committed to a range of projects to support the community empowerment agenda. This option would see the budget removed. Money has been used by organisations to help them engage with people and communities about their services or related issues. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Communities Team management. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The staff members, other council service areas and the service users/communities that the team support. Who will be/has been involved in the consultation process? Elected member, senior officers and the Communities management team. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Page 159
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Religion and Belief Age Council Equality Outcome increasing participation. Participation amongst younger age groups, 18- 34 is significantly lower than other age groups in WD. Work has been underway to find different channels of engagement with young people and organisations related to them. For example, recent conversations with young people on the Council's budget priorities. This may have a potentially negative impact on the support that the team can provide for participation of young people. Disability Council Equality Outcome increasing participation. Disabled people and those living in a household with a disabled person are more likely to be less able to participate fully in community life. This may have a potentially negative impact on the support that the team can provide for participation of disabled people. Other avenues for participation do exist for example through West Dunbartonshire Equality Forum. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Council Equality Outcome increasing participation of BME groups. BME groups are more likely to have barriers to participate fully in community life. This may have a potentially negative impact on the support that the team can provide for participation of BME groups. Other avenues for participation do exist for example through West Dunbartonshire Equality Forum. Sex Sexual Orientation Human Rights UNCRC considerations in terms of participation and young people. Cross cuts with 'Age'. See information on other engagement work with younger people and organisations related to them. Potentially negative in terms of provision and participation of young people. Other work is underway to increase participation of younger people. Health The WDC Strategic Plan 2022-27, identifies health and wellbeing as a priority. Empowered and active communities improve people's physical and mental health. It supports communities to come together and to make Removal of the Community Engagement budget will reduce the number of groups or Page 160
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connections which for some can be the only opportunity to engage with others. events that can be supported. Social & Economic Impact Tackling poverty especially child poverty is priority for the Council. Participation amongst people from more deprived socio- economic positions is relatively low in WD compared to less deprived groups. Any reduction in the Community Engagement budget will reduce the number of groups or events that can be supported. This in turn will impact the individuals and communities the group supports. It will have an impact on the methods of engagement used by the team and would reduce the team’s capacity to reach those that have never engaged before including communities that are most deprived. Cross Cutting West Dunbartonshire benefits from a wealth of community organisations delivering valuable services to support people in our most disadvantaged communities. These groups rely on the voluntary commitment of local people aiming to make a difference in their communities. Empowering communities and increasing local democracy is a preventative approach to increase individual and community resilience that in turn reduces the burden on public services. By supporting community organisations to expand their offer to those most in need across the authority supports the ambitions set out in the Local Outcome Improvement Plan and Strategic Plan of addressing inequalities. Many community groups operate in areas suffering from multiple deprivation and represent many different equality groups. Community groups provide important benefits that include opportunities for people to meet, socialise, improve their confidence, their health and tackle social isolation. Removal of the Community Engagement budget will reduce the number of groups or events that can be supported. This in turn will impact the individuals and communities the group supports. It will have an impact on the methods of engagement used by the Council. Other engagement opportunities are available in West Dunbartonshire which may mitigate the loss of funding. The Council will continue to engage residents in key decision making consultations such as the Council Budget setting, Rent setting as well as regeneration proposals. In addition, the Citizens Panel offers the community to express their views on topics such as living in West Dunbartonshire. Page 161
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. It is important The Council will continue to support communities; however removal of Community Engagement budget will reduce the number of groups or events that can be supported. Other engagement work is ongoing in West Dunbartonshire for examples through the West Dunbartonshire Equality Forum, job fairs supported, and events such as the recent anti-poverty event. The Council will continue to have a focus on engaging with underrepresented groups including younger people and people from BME groups. Will the impact of the policy be monitored and reported on an ongoing basis? Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1120: Some potential negative impacts for more deprived communities and certain equality groups, removing a resource that could help advance our equality outcome on increasing participation of underrepresented groups. The Council will still be able to sign post groups to other potential sources of funding for example information via WDCVS. Other networking and opportunities will continue to exist for example West Dunbartonshire Equality forum, and evident such as Job Fairs and the recent anti- poverty event which engaged a range of groups. The Council will continue to have a focus on engaging with underrepresented groups including younger people and people from BME groups in line with our Equality Outcomes. Page 162
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Assessment No 1201 Owner Lauren Crooks Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Lauren Crooks Manager Members Amanda Graham Ricardo Rea Lauren Crooks (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF 18 Reduction in Arts and Heritage The aim, objective, purpose and intended outcome of policy Option 1 The team would reduce by 25% (1.5 FTE), and consideration would require to be given to which area of work would no longer be supported. As provision of archives is statutory, and due to the requirement for support in capital projects and exhibitions, reductions would require to be taken from other areas. It is likely that this would result in reduced support for learning programmes with schools, family history, and the on-site support for heritage centres, enquiries, maintenance of collections and research undertaken on behalf of other Council services and exhibitions. Budgets in these areas would also reduce accordingly and this is reflected in the total saving below. Option 2 The team would reduce by 50% (3.0 FTE), Given statutory requirement around archives, the reduction would see all engagement and learning activity cease, including the Finding Your Place Programme, participation in the Creative Scotland Visual Arts and Crafts Makers Awards (VACMA) Award Scheme; initiatives over school holiday periods and during Winter in West Dunbartonshire. This would also result in only part-time staffing provision across venues including Glencairn and there would be no staffing during periods of leave. Reduced access to and participation with collections could lead to the service losing its accreditation status resulting in inability to seek external funding, seek item loans and work in partnership within the cultural sector. Budgets in these areas would also reduce accordingly and is reflected in the total saving below. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. CCF Libraries Page 163
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Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Arts & heritage team Young people Residents Who will be/has been involved in the consultation process? Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to assess impact on different age groups. Need recognise cross cutting impacts for children and young people and UNCRC considerations. Option 1: It is likely that this would result in reduced support for learning programmes with schools Option 2: all engagement and learning activity cease, including the Finding Your Place Programme, participation in the Creative Scotland Visual Arts and Crafts Makers Awards (VACMA) Award Scheme; initiatives over school holiday periods and during Negative especially in terms of provision of children and young people. Page 164
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Winter in West Dunbartonshire. Disability Need to assess any potential impacts on disabled people and households with disabled members. Household with disabled members are more likely to be in relative poverty and have less disposable income compared to non disabled households. They are more likely to be reliant on ‘no direct cost' activities. Potentially more negative on disabled people due to economic position. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Need to assess potential impacts for different ethnic groups. Most BME and Gypsy Travellers are more likely to be in relative poverty than most white ethnicities. They are more likely to be more reliant on 'no direct cost' activities. Potentially more on most BME groups people due to economic position, Potentially more negative on Gypsy/Travellers for the same reason. Religion and Belief Sex Need to assess any differential impact. Gender split in workforce is five female, two male. Evidence indicates that in the UK women are more reliant on public services than men. Women are more likely to be care givers and are also 90% of single parents. Women are more likely to be in relative poverty than men. If there was reduction in post it is possible that women might be affected more because of gender composition. Reductions in services that affect children are also more likely to affect women. Sexual Orientation Human Rights UNCRC considerations cross cut with 'Age' in this case 'Provision' is relevant in the context of Article 31 (leisure, play Option 1: It is likely that this would result in reduced support for heritage learning programmes with schools. Negative in terms of heritage provision for children and young people within schools. Access to heritage and Page 165
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and culture) which states: "Every child has the right to relax, play and take part in a wide range of cultural and artistic activities.' Option 2: would cease such provision. culture is still available in museum spaces. Health Social & Economic Impact Fairer Scotland Duty: due regard to strategic proposals to disinvest in services is needed when making decisions. Option 2: Reduced access to and participation with collections could lead to the service losing its accreditation status resulting in inability to seek external funding, seek item loans and work in partnership within the cultural sector. Budgets in these areas would also reduce accordingly and is reflected in the total saving. All engagement and learning activity cease, including the Finding Your Place Programme, participation in the Creative Scotland Visual Arts and Crafts Makers Awards (VACMA) Award Scheme; initiatives over school holiday periods and during Winter in West Dunbartonshire. Negative in terms of social impact/cultural participation. This may especially impact people and children from more deprived circumstances Reduction in fund raising ability. Cross Cutting Important to consider how proposals cross cut, cumulative impacts and intersectional effects e.g. when people an communities are part of more than one disadvantaged group. Need to consider Scottish Consumer duty where relevant and not covered by the rest of the content of the EIA. Likely impact on Libraries service as Arts and Heritage could not maintain staffing in venues such as Clydebank Museum (within library) and Glencairn. In this case consumer duty considerations do not span outside the areas already addressed in the assessment. Cross cutting negative on people belonging to more than one negatively affected group. Page 166
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. While the implementation of this policy will reduce the arts & heritage offer for residents, it will not remove it completely. Young people and residents more generally will continue to have opportunity to access heritage resources through visits to museums and local history spaces. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Inroduce Please provide a meaningful summary of how you have reached the recommendation EIA 1201: In terms of service provision both options 1 and 2 are likely more negative for men, women, most BME groups, children including disabled children, disabled people and in terms of 'provision' when considering Children's rights. In terms of employees any reductions in workforce due to gender make up would more likely affect women. Negative impacts are cross cutting including with socio economic impacts on more deprived groups and families. Option 2 would have greater negative impacts than option 1. Page 168
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Assessment No 1153 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Andrew Brown - Senior Education Officer Julie McGrogan - Senior Education Officer Alison Bowers - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU02 -Reduce School Clothing Grant to Statutory Level The aim, objective, purpose and intended outcome of policy In 2024/25 the Council pays £150 clothing grant to all eligible pupils, irrespective of school sector they attend. This proposal would reduce the school clothing grant to the statutory level of £120 for primary aged pupils, and £150 for secondary aged pupils. Reducing the level of funds provided to the families that need it most will have an impact on the health and wellbeing of our most vulnerable families, and will have an indirect impact on school attendance. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with other Council services who currently assist in the provision of this service. Consultation with HR, HTs/HOC’s, TU’s to advise of possible changes. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Children attending schools, as this will affect their family’s ability to fund suitable clothing for school and school uniform. Who will be/has been involved in the consultation process? Consultation with other Council department who currently provide this service. Consultation with HR, HTs and TU’s to advise of possible impact on families. Page 169
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting The Council has a focus on reducing child poverty. We should have a focus on intersectionality. Cost of the school day is a consideration. The impacts above may combine. Disability Priority group in terms of child poverty. Households with one or more disabled person are more likely to be income deprived. Negative. Social & Economic Impact The Council needs to consider the interplay between social and economic factors. Historically the School Clothing Grant has been increased locally as a direct response to need. Negative Impact. A reduction in household income by reducing the School Clothing Grant will impact the poorest in our communities. Sex Women/single parents; Priority group in terms of child poverty. Women are more likely to income deprived than men. Around 90% of single. parents are women. Negative. Gender Reassign Health Health and wellbeing are a priority for the Council as noted in our Strategic Plan 22-27. Household income has a direct correlation to health and wellbeing. Negative Impact. There is a direct correlation between household income and health - reducing the School Clothing Grant may impact negatively on health and wellbeing. Human Rights The right to clothing is recognized as a human right. Article 25 of UDHR. The Council has a focus of reducing child poverty UNCRC in terms of 'provision' Article 27 (adequate standard of living) Reducing clothing grant may interfere with fulfillment of these rights Negative. Marriage & Civil Partnership Pregnancy & Maternity Page 170
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Race BME families are a Priority group in terms of child poverty. People from BME groups are more likely to be income deprived than those from white groups. Negative. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact by consulting Head Teachers. Monitoring will be carried out on a termly basis. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1153: The proposed reduction keeps us in line with our statutory obligation. However, there will be negative impacts compared to the current situation which will be more pronounced for some groups that are more likely to be materially deprived. Page 171
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Assessment No 1154 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Andrew Brown - Senior Education Officer Julie McGrogan - Senior Education Officer Alison Bowers - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU03 – Reduce Education Maintenance Allowance to Statutory Level The aim, objective, purpose and intended outcome of policy Education Maintenance Allowance (EMA) gives financial support to eligible 16 - 19- year-olds who want to continue learning. The statutory amount for EMA is a weekly payment of £30, paid by WDC every two weeks in arrears. Presently, West Dunbartonshire Council also pay an additional £10 per week where a young person has 100% attendance which effectively makes the payments £40 per week should a young person have 100% attendance. WDC also recognise Young Carers and pay a further £10 per week for all registered Young Carers. There are 64 pupils who are young carers and are eligible to apply for EMA for session 23/24. This savings proposal presents two options. This proposal was presented as a savings option in 2024, with no option being taken. Option 1 This option would reduce the amount we provide to the statutory level of £30 per week, removing the additionality we provide. This option would generate a saving of £89k. Option 2 This option would remove the additional payment to young carers. This option would generate an additional saving of £25k. Option 3 This option combines options 1 and 2. This would generate a saving of £114k. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with other Council services who currently assist in the provision of this service. Consultation with HR, HTs/HOC’s, TU’s to advise of possible changes. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Page 172
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Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All young people presently in receipt of the Education Maintenance Allowance who achieve 100% attendance. Who will be/has been involved in the consultation process? Consultation with other Council departments who are currently involved in the provision of this service. Consultation with HR, HTs/HOC’s and TU’s to advise of possible changes. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age EMA is provided to 16-19 year olds in education. The top-up to the EMA is given to a small sub-set who achieve 100% attendance. Reducing the amount paid will impact negatively on those in receipt, but whilst many achieve 100% for a number of weeks in the session, few achieve 100% attendance for the whole session. Negative. Cross Cutting Disability Priority group in terms of child poverty. Households with one or more disabled person are more likely to be income deprived. Negative. Social & Economic Impact The Council needs to consider the interplay between social and economic factors. Historically the EMA has been increased locally as a direct response to need. The additional amount provided presently is where a young person achieves 100% attendance, so there may be an adverse impact on attendance. Negative. A reduction in household income by reducing the EMA will impact the poorest in our communities. Sex Women/single parents; Priority group in terms of child poverty. Women are more likely to income deprived than men. Around 90% of single parents are women. Negative Gender Reassign Health Health and wellbeing are a priority for the Council as noted in our Strategic Plan 22-27. Household income has a direct correlation to health. Negative. There is a direct correlation between household income and health - reducing the Page 173
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EMA will impact negatively on health. Human Rights Article 28 of UNCRC declared that children and young people have a right to education no matter who they are. Payment of an EMA is incentive to stay on in education beyond the statutory leaving age. Reducing this incentive will impact negatively on young people from more income deprived households. Negative Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a Priority group in terms of child poverty. People from BME groups are more likely to be income deprived than those from white groups. Negative. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The top-up to the EMA is given to a small sub-set who achieve 100% attendance. Reducing the amount paid will impact negatively on those in receipt, but whilst many achieve 100% for a number of weeks in the session, few achieve 100% attendance for the whole session. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact by consulting Head Teachers/Young People. Monitoring will be carried out on a termly basis. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1154: Whilst the change in policy will see a reduction in the amount given to those in receipt of an EMA, they will still receive the statutory amount. There may be a negative financial impact of potentially £200 per year per young person. Families from BME groups, families with disabled people, and single parent families are more likely to be income deprived and experience poverty/child poverty. There may be an adverse impact on attendance which will be monitored. Page 174
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Assessment No 1217 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Julie McGrogan Senior Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU04 – Remove P6 Swimming Lessons The aim, objective, purpose and intended outcome of policy Currently in West Dunbartonshire, £14,000 funding is allocated to provide free swimming lessons to children in primary 6 during term time. This savings proposal would remove the provision of free-swimming lessons. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with West Dunbartonshire Leisure Trust who currently assist in the provision of this service as it may have an impact on Leisure Trust staffing. Consultation with stakeholders, HTs, TU’s to advise of possible changes. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Children attending schools will no longer receive free swimming lessons and would need to gain this life skill elsewhere. WD Leisure would need to consider the need for a programme of swimming lessons and ascertain costs and uptake of such a programme. As such, it is likely to be those most in need and at risk that would be affected by this change. Who will be/has been involved in the consultation process? Consultation with WD Leisure who currently provide this service. Consultation with stakeholders, HR, HTs and TU’s to advise of possible impact on staff and families. Page 175
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Priority group in terms of child poverty. Households with one or more disabled person are more likely to be income deprived and face challenges engaging with any swimming programme not organised /arranged by the schools. Negative. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a Priority group in terms of child poverty. People from BME groups are more likely to be income deprived than those from white groups, and as such face challenges engaging with any swimming programme not organised / arranged by the schools. Negative. Religion and Belief Sex Women/single parents; Priority group in terms of child poverty. Women are more likely to income deprived than men. Around 90% of single parents are women. If swimming lessons not organised / arranged by schools; single parents may struggle to engage. Negative. Sexual Orientation Human Rights Whilst learning how to swim is not a human right, knowing how to swim can contribute to article 2 protecting the right to life. UNCRC considerations i.e. Provision Protection Participation Article 2 of Human Rights Act. Provision and protection in terms of UNCRC. Negative. Health Health and wellbeing are a priority for the Council as noted in our Strategic Plan 22-27. Swimming is an activity that promotes health and wellbeing. Reducing the number of children able to swim would impact on their health and Negative. Page 176
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wellbeing, and without this life skill would present a risk to life. Social & Economic Impact The Council needs to consider the interplay between social and economic factors. School swimming lessons were introduced to ensure that all of our young people gain this important life skill - especially important bearing in mind the number of waterways in the local authority, and the dangers they present. Lower income families would struggle to engage with swimming lessons if they are not provided for them through school. Negative. Cross Cutting Drive for water safety Cross cuts with elements above. Potentially negative. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a statutory duty to balance the budget. Mitigation: Water safety is a discussion at various stages of school and in a number of curriculum areas. This works together with ensuring children are able to swim. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact by consulting Head Teachers. Monitoring will be carried out on a termly basis. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1217: Potentially negative impacts for disabled, BME and income deprived Children. The provision of free-swimming lessons for all of our children ensures that they acquire a basic lifesaving skill. The abundance of rivers, canals and lochs in our geographical area present a significant risk to those without this skill, The relatively small amount saved by this proposal does not outweigh the risk presented by removing the service. Mitigation: Water safety is a discussion at various stages of school and in a number of curriculum areas. This works together with ensuring children are able to swim. Page 177
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Assessment No 1155 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU06 – Reduce Secondary School Management Time The aim, objective, purpose and intended outcome of policy In our secondary schools, the number of Depute Head Teachers (DHTs) is based on school roll. Due to the volume of management tasks associated with a secondary school, at the last restructure it was agreed the minimum allocation of DHTs would be 3, irrespective of roll. Presently, for every 250 young people on the school roll beyond 750, an additional DHT is provided. This proposal would increase the qualifying number to 300, reducing our secondary school DHT headcount by 3, resulting in a saving of £81,447. As school rolls presently stand, schools directly affected by this proposal would be Our Lady & St. Patrick’s High School, Clydebank High School and Vale of Leven Academy. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet however there will be with Head Teachers, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. A range of teaching and promoted teaching staff will be affected. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All children and young people of secondary school age in West Dunbartonshire Council. A range of teaching and promoted teaching staff. There will be an impact on teacher numbers as the three substantive deputes will be replacing three Class Teachers and therefore numbers of teachers will drop. Page 178
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There will be less Senior staff without a teaching commitment available to support young people and families who are already experiencing the compounded impacts of increased additional support needs, poverty and deprivation and social challenges. Who will be/has been involved in the consultation process? There has not been consultation yet however there will be with Head Teacher’s, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. Page 179
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Assessment No 1048 Owner Alison Bowers Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Alison Bowers - Senior Education Officer Andrew Brown - Senior Education Officer Claire Cusick - Senior Education Officer Julie McGrogan - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU11 - Shared Head at Two ELCs The aim, objective, purpose and intended outcome of policy Saving of Principal Officer post within WDC. Greater opportunities for transition for children from under 3s to 3-5 provision under one Principal Officer with shared vision, values and aims. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Education Officers, Principal Educational Psychologist and Finance. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The Principal Officers currently in post, staff, families and children. Who will be/has been involved in the consultation process? Further consultation will be required with Trade Unions, Principal Officers impacted, staff teams and families. Page 180
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Children aged from 3 at Clydebank ELC under this proposal would now access their entitlement at Whitecrook ELC. Proposal outlines this. This could provide a positive impact as these children would now have access to an Excellence and Equity Lead who is employed to support close the attainment gap, which could support an increase in attainment. Cross Cutting Disability Social & Economic Impact 1.By moving the 3 yr old provision from Clydebank ELC to Whitecrook ELC there would be capacity within Clydebank ELC to increase capacity for eligible 2s. 2. One of the existing Principal Officers would no longer be required in post. 1.Both settings are in an area of deprivation and there would be an opportunity to support more vulnerable families. 2. Proposal outlines a reduction in post. 1.Increased attainment for children and support for families to allow them to access employment through having ELC provision for their children. 2. Displaced Principal Officer could be supported through SWITCH policy. Sex 1. Displaced offer would be female. 2. ELC staff, of whom all are female, within Whitecrook ELC, would be able to increase their skillset through having the opportunity to work with under 3s. 1. Current position is that 2 female Principal Officers are in posts. 2. There is no under 3s provision at Whitecrook ELC, however, staff there would have the opportunity to increase their skillset through working at Clydebank ELC with under 3s. 1.Displaced offer is female therefore a negative impact in terms of sex. 2. Could provide those staff with greater career progression opportunities within ELC by working with greater age ranges. Gender Reassign Health Human Rights Children accessing ELC at both settings could be provided with a higher quality provision - UNCRC Article 3 Best Interests of the Child and Article 28 Right to an Education. Excellence and Equity Lead at Whitecrook would now also support Clydebank ELC children. Under single leadership of both settings there would be collective vision, values and aims, improving transition experiences for children. Positive impact to children's transition experiences, attainment. Opportunity to provide more provision in future to Eligible 2s. Marriage & Civil Partnership Pregnancy & Maternity Page 181
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Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. This proposal would provide a saving for WDC and although it would impact on a Principal Officer there are significant benefits to service users. Will the impact of the policy be monitored and reported on an ongoing basis? Feedback on change will allow for monitoring and review regularly. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1048: There are significant potential benefits to service users, that is young children and their families. Through this revised operating model, there will be more cohesive transition under the new arrangements. Displaced officer is female therefore a negative impact in terms of sex. The Switch process would be in place to aid the officer. Page 182
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Assessment No 1219 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU 12 -Review Mainstream Transport The aim, objective, purpose and intended outcome of policy To undertake a statutory consultation on the proposal to alter arrangements for mainstream school transport, bringing it more in line with the safe walking distance to schools of 2 miles for primary and 3 miles for secondary schools. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with affected stakeholders - children and young people, parents and carers, staff, Parent Councils, local elected members, Strathclyde Partnership for Transport (SPT) and the Archdiocese of Glasgow of the Roman Catholic Church. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Page 183
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Children and young people who will attend our schools but reside between 1 and 2 miles from their catchment primary school, or between 2 and 3 miles from their catchment secondary school. This proposed change in policy may also impact on parents and carers due to possible increased travel and school attendance costs and challenges. Who will be/has been involved in the consultation process? West Dunbartonshire Council was required to undertake a statutory consultation under the terms of the schools (Consultation) (Scotland) Act 2010 on the proposal to discontinue arrangements for the provision of transport for pupils attending catchment schools. Children and young people, parents and carers, staff, Trade Unions, Parent Councils of affected schools, Strathclyde Partnership for Transport (SPT), and the Archdiocese of Glasgow of the Roman Catholic Church were all consulted as part of this process. Education Scotland provide an independent view and assessment of the process in their own report. Page 184
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race . Religion and Belief We are required to provide access to denominational and non- denominational schools for children and young people living in our catchment areas. The introduction of this change in policy would adversely affect choice of school, due to some non- denominational schools being easier to access than denominational schools. Negative Sex Women/single parents; Priority group in terms of child poverty Around 90% of single parents are women. They would be disproportionately affected by the introduction of this policy, as they would need to provide suitable clothing and footwear for walking longer distances to school. A greater number of single parent households would also have to manage the challenge of potentially getting children to multiple locations (ie one child at nursery, and one at primary school) each day. Negative Sexual Orientation Human Rights Health Page 185
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Social & Economic Impact Low-income households. Introducing this policy change would adversely affect low-income households. Households would need to provide suitable clothing and footwear for walking longer distances to school. Negative Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The proposal removes the specific provision of transpoirt managed collaboratively by the Council and Strathclyde Partnership for Transport and replacing it with the provision available to the general public, enabling children and young people to use their free Under 22 Travel Pass. Will the impact of the policy be monitored and reported on an ongoing basis? The proposed change to policy will not be implemented, but instead an alternative pursued whereby some young people make use of their under 22 years Travel Pass instead of being provided with a local authority bus pass. Officers will work with partners to ensure uptake of the Under 22 years Travel Pass scheme, ensuring that no young person is without a pass to get to and from school. Head Teachers and Central Education Officers will report back to Educational Services committee the progress with implementing this change, but the policy will stay the same. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1219: The Under 22 years free travel schemes offers an alternative provision for travelling to school and reduces the financial burden on the Council. Introducing the proposed change to the school transport policy would adversely affect low-income households, single parent households and may indirectly affect parental choice of denominational or non-denominational school. If introduced individual needs assessments will be considered to ensure equitable access to school for all. Page 186
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Assessment No 1050 Owner Alison Bowers Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Claire Cusick - Senior Education Officer Andrew Brown - Senior Education Officer Julie McGrogan - Senior Education Officer Alison Bowers - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU14 Align 1140 Hour Funding for 3 year olds with Statutory Guidance The aim, objective, purpose and intended outcome of policy Children accessing their funded 1140 hours entitlement will do so in line with ELC Statutory Guidance. There will be a financial saving to WDC by changing the entitlement start date. The saving will be made through a reduction in cross boundary fees. These are the fees we make to nurseries in other authorities who accommodate WDC children. The children would not start until the term after their third birthday rather than the month after meaning we would save some fees we would normally pay to other authorities as children will start later. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. ELC Providers in West Dunbartonshire Council, ELC Central team and families and children using the provision. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All ELC providers, ELC staff and children and families using ELC services. Who will be/has been involved in the consultation process? Consultation has been had with finance and legal, and West Partnership local authorities, many of whom have already implemented this change. Page 187
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Some children aged 3 years old will now start ELC later than current children do. At present WDC guidance entitles start date to be a month after 3rd birthday. Potentially less time at nursery for these children. However, all children aged between start of August term and end of February have access to a deferred year resulting in more time than previously. Cross Cutting Disability The Council has a focus on reducing child poverty. Families that have a disabled member are a priority group. Families that have disabled members are more likely to be in relative poverty. Exceptions to the revised policy can be considered for those deemed to be in need due to family challenges, child protection issues etc. Social & Economic Impact 1. Families accessing ELC provision to allow them to work will have to pay for their children under 3 years old for longer. 2. Funded providers will not receive funding from month after and this will change to term after. 3. Eligible 2 children 1. Currently can access in WDC from the month after rather than the term after. 2. Funded providers will receive monies from families and can also receive funding from WDC for longer due to change in deferment entitlement. 3. There is a policy for eligible 2 children who are from families of low income where they access their 1140 early, those children would not be impacted by this saving and would continue to access their entitlement. 1.Changes in deferment entitlement will allow them to access free funding for longer should they wish. 2. Funding from families and deferment changes should balance out any changes to funding start date. 3. Eligible 2 children will not see their funding interrupted when they turn 3 and will continue to access provision. Sex The Council has a focus on reducing child poverty. Single parents are a priority groups. Women are 90% of single parents. Women are more likely to be in relative poverty than men More women are more likely to be affected directly than men. Those children in the Eligible 2 cohort would not be impacted by this alignment and would continue to receive entitlement when they turn 3. Additionally, where required 3 yr old children could start in advance of this policy if it was felt there was a need. Gender Reassign Page 188
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Health Human Rights UNCRC - Article 3 & 28 - Best Interests of the child and right to an education. Some children aged from 3 will start nursery later than current 3 year olds do. Access to a deferred year will be available to those families who wish to access it. Marriage & Civil Partnership Pregnancy & Maternity Race The Council has a focus on reducing child poverty. BME groups are a priority. People overall from BME groups are more likely to be in relative poverty than people from white ethnic groups overall Census 2022 figures show 4059 0-4 year olds in the population. 6% of these children are from BME groups, this is a higher proportion of the overall BME groups which is 3.2% All ethnicities are likely be affected, however people from BME groups are more likely to be impacted proportionately. If required, there would be an option to support earlier entry than proposed, if required, for those families in exceptional circumstances where there is a need. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. If required, there would be an option to support earlier entry than proposed, if required, for those families in exceptional circumstances where there is a need. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? Feedback will be gathered on impact from providers, children and families. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1050: This amendment will align WDC with statutory guidance and along with many other Local Authorities. The potential negative impacts to children through the change to current policy can be overcome by the entitled to a deferred year. Those children who meet the criteria for Eligible 2 year old funding would not be impacted and would continue to receive funding from when they turn 3. This will produce a saving for WDC. Page 189
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Assessment No 1161 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Claire Cusick Senior Education Officer Ellen Moran Principal Educational Psychologist Julie McGrogan Senior Education Officer Andrew Brown Senior Education Officer Alison Bowers Senior Education Officer (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU15 -Reduce Music School Instructors The aim, objective, purpose and intended outcome of policy It is proposed that a saving of £30k could be achieved by reducing the number of IMS staff thus reducing the number of children engaged in one to one and group tuition from IMS tutors. The Council currently employs 10.6 instrumental music tutors. Tutors provide 336 hours per week of one-to-one and group learning to 1,014 children and young people. The proposed charging option is being considered to offset the additional cost to the Council of £700 000, to run the service, on top of Scottish Government funding. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet as this savings option has not yet been agreed. If it goes ahead a period of consultation will be required to include but not confined to, Instrumental Music Tutors, Education Officers, Senior Education Officers, Education Support staff, Trade Unions, Finance Officers and HR Advisors. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Page 190
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Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Primary and secondary pupils entitled to instrumental music tuition; and cultural and community experiences delivered through music. Children living in poverty whose families cannot afford to pay for music tuition. Front line school staff who will not be provided with central support; Staff who will be made redundant with limited redeployment opportunities as a result of the organisation’s downsizing. Stakeholders who will have limited access to Education service provision. It is recognised that the impact of the small reduction in staffing in EDU15 will also impact on this saving though it is not a significant contributory factor. Who will be/has been involved in the consultation process? There has not been consultation yet as this savings option has not yet been agreed. If it goes ahead a period of consultation will be required to include but not confined to, Instrumental Music Tutors, Education Officers, Senior Education Officers, Education Support staff, Trade Unions, Finance Officers and HR Advisors. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Tacking child poverty including reducing the cost of the school day. This proposal is more likely to impact primary aged children as music tuition will still be offered to pupils undertaking SQA qualifications. Negative Cross Cutting Disability Social & Economic Impact Reduction will disadvantage lower income families who would need to pay themselves Lower income families are less likely to prioritise spend on music tuition. Negative Sex Gender Reassign Health Page 191
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Human Rights Need to consider the UNCRC Articles 28, 29, 31. There would be a reduction in all schools’ abilities to meet children's entitlement to instrumental music tuition and creative learning Negative impact Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. There would be a very significant reduction in all schools’ abilities to meet children's entitlement to instrumental music tuition and creative learning. In every school, there would be a reduction in young people achieving Scottish Qualification in Music Performance (1014 Children and Young People) Parents will be dissatisfied through reduced provision of Instrumental Music Education. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact of any changes through feedback from the teams involved, central monitoring and data analysis. Q7 What is your recommendation for this policy? Don't Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1161: Reducing IMS will adversely affect children in our schools, and their rights. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Page 192
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Assessment No 1158 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU20 – Remove Secondary Schools Registration The aim, objective, purpose and intended outcome of policy Presently, our secondary schools use 10 minutes at the start of each day for registration, before young people attend their lessons. Year groups are divided into registration groups of approximately 30 young people. It would be possible instead to run ‘period by period’ registration, and remove the 10-minute slot each day, and the associated need to staff this provision with teaching staff. This time is largely used for administrative purposes, that could be undertaken through different means. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet however there will be with Head Teachers, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. A range of teaching and promoted teaching staff will be affected. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All young people of secondary school age in West Dunbartonshire Council. A range of teaching and promoted teaching staff. Who will be/has been involved in the consultation process? There has not been consultation yet however there will be with Head Teacher’s, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. Page 193
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting The Council needs to be aware of how factors can interact. Factors can and do combine to amplify the effects of income deprivation. Some groups and combinations of groups may be more affected by reduced budgets. Disability The Council had a duty to make its services accessible to disabled people, including pupils. This is an anticipatory duty. We must seek to mitigate any negative impacts. Pupils with a disability can often benefit from time to settle and be prepared for lessons during the registration period, limiting time missed from period 1. Reduction may negatively impact on disabled pupils. Social & Economic Impact The council is committed to examining how these factors interact. The removal of registration will reduce time children have with a significant adult, which the science of Trauma informed practice tells us is key to forming positive relationships and wellbeing. Reduction may negatively impact on pupils with a range of social and emotional needs. Sex Gender Reassign Health Health and wellbeing is a key priority in the Strategic Plan 2022-27. Registration class offers the opportunity to carry out a wellbeing check which contributes to our commitment within the mental health wellbeing strategy. Reduction may negatively impact on pupils requiring additional welbeing checks in terms of health and wellbeing needs. Human Rights The proposal will negatively impact on all children and young people including those with Protected Characteristics as noted above. 1. There will be less staff available in schools to support children and young people in overcoming the barriers their range of needs brings, when accessing education. 2. There will be less staff available to provide additional support to multi-agency planning to meet the needs of those most at risk or in need of support. 3. There will be less resources available to support staff who are faced with the challenges of children and young people who are dysregulated or require alternative areas to learn away from the classroom. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Page 194
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4. There will be less opportunity for the personal and professional development of our employees and our service due to increased class contact of Management teams. Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a priority group in terms of reducing child poverty. People from BME groups are more likely to be income deprived. Reduction may negatively impact on more on BME pupils their families. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact of any changes on the rights of the child as a result of the reduced devolved school management funding via school visits, monitoring of Standards and Quality reports, ongoing consultation and interrogation of data. Monitoring will be carried out on a termly basis. HR monitoring of range and demographic of staff potentially affected. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1158: This proposal was developed to support budget saving exercise. A reduction to the staffing compliment in any school would see a direct impact on the provision of courses on offer. Late coming is already an issue that schools work hard to combat. Without registration, late coming would impact further into teaching time, which would have a direct impact on attendance, and an indirect impact on attainment and positive destinations. Registration is often referred to as ‘first line pastoral care’ – without this provision, many young people will see a reduction in the people they feel they can turn to for help and support. Some of the impact could be minimized by personalized support funded through external Strategic Equity Fund but this funding ceases in 2026. Page 195
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Assessment No 1159 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU21 - Review Secondary School Common Senior Phase Timetable The aim, objective, purpose and intended outcome of policy This proposal would see the introduction of a common Senior Phase timetable across all of our mainstream secondary schools, resulting in improving the consistency of the offer of courses, and introducing a minimum class size. Where schools were unable to meet this minimum class size, pupils could attend another school to study the course they wish. Due to the timescale to develop a model for a common timetable and consult on the proposal, implementation would not be until school session 2026/27 where a part year saving would be realised. Presently, we have 3 curriculum models running across 5 schools. This proposal would introduce a common model across all 5 schools, aligning the offer to young people and establishing a minimum class size of 12 for any course. This approach is presently on offer in a number of our neighbouring authorities, most notably East Renfrewshire Council, who have been running this successfully for a number of years. A common timetable would result in requiring fewer teachers to deliver it, as class sizes would be optimised. Not taking the full saving could result in increasing the offer of courses, providing a wider variety of options for our young people. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet however there will be with Head Teachers, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. A range of teaching and promoted teaching staff will be affected. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Page 196
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Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All young people of secondary school age in West Dunbartonshire Council. A range of teaching and promoted teaching staff. Who will be/has been involved in the consultation process? There has not been consultation yet however there will be with Head Teacher’s, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability The Council had a duty to make its services accessible to disabled people, including pupils. This is an anticipatory duty. We must seek to mitigate any negative impacts. Families including families with children that have one or more disabled people in them are more likely to be income deprived. Reduction may negatively impact on disabled pupils and their families. Social & Economic Impact The council is committed to examining how these factors interact. The numbers of children with additional support needs and the complexity of their needs has increased. Some children are adversely impacted by poverty. The nature of support required for children has intensified and requires more continuous and long-term interventions. The most effective supports are based on those supported by significant relationships with a key adult. Negative Impact. Sex Gender Reassign Health Human Rights The proposal will negatively impact on all children and young people including those with Protected Characteristics as noted above. Consideration of UNCRC Articles 28 and 29. 1. There will be less staff available in schools to support children and young people in overcoming the barriers their range of needs brings, when accessing education. 2. There will be less staff available to provide additional support to multi-agency planning to meet the needs of those most at risk or in need of support. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding Page 197
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3. There will be less resources available to support staff who are faced with the challenges of children and young people who are disregulated or require alternative areas to learn away from the classroom. 4. There will be less opportunity for the personal and professional development of our employees and our service due to increased class contact of Management teams. of the Strategic Equity Fund which will cease in 2026. Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a priority group in terms of reducing child poverty and equity of educational experience. People from BME groups are more likely to be income deprived. Reduction may negatively impact on more on BME pupils their families. Religion and Belief We are required to provide access to denominational and non-denominational schools for children and young people living in our catchment areas. The introduction of this change in policy would adversely affect choice of school, due to some non-denominational schools being easier to access than denominational schools. Negative. Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Reducing the number of teachers employed in our secondary schools will have a direct impact on the breadth of courses offered in each establishment. There is a risk that schools would encourage young people to study school-based courses in their own school, as it has a direct impact on their staffing. Having to travel to another school would be a barrier for some young people choosing a subject and would introduce a cost to the council for transportation. This could directly impact attainment and positive destinations. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact of any changes on the rights of the child as a result of the reduced devolved school management funding via school visits, monitoring of Standards and Quality reports, ongoing consultation and interrogation of data, stakeholder feedback. Monitoring will be carried out on a termly basis. HR monitoring of range and demographic of staff potentially affected. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1159: This proposal was developed as part of the budget exercise. Reducing the number of teachers employed in our secondary schools will adversely affect children in our schools, and their rights. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding Page 198
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streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Assessment No 1160 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU22 - Secondary School Staffing The aim, objective, purpose and intended outcome of policy This proposal would see a reduction in the number of secondary school teachers, based on the number of young people enrolled in the school, but attending college or partner providers for part of their school week. In session 2024/25, we have approximately 600 young people attending college or partner providers for part of their school week (either 2 afternoons per week, or 4 afternoons per week for college - a small number of young people have different attendance patterns with partner providers). The number of young people attending partner providers can fluctuate each year, based on course uptake. Staffing is determined by school roll, but it is not reduced to account for the number of young people being educated elsewhere. This proposal would seek to reduce staffing accordingly. Based on current rolls with college and other partner providers, this would equate to 7.8 FTE, spread across 5 secondary schools. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet however there will be with Head Teachers, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. A range of teaching and promoted teaching staff will be affected. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes Page 199
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SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All young people of secondary school age in West Dunbartonshire Council. A range of teaching and promoted teaching staff. Who will be/has been involved in the consultation process? There has not been consultation yet however there will be with Head Teacher’s, WDC Parent Forum members, pupils, TU’s, Staffing, Finance Officers and Education central staff. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting The Council needs to be aware of how factors can interact. Factors can and do combine to amplify the effects of income deprivation. Some groups and combinations of groups may be more affected by reduced budgets. Disability The Council had a duty to make its services accessible to disabled people, including pupils. This is an anticipatory duty. We must seek to mitigate any negative impacts. Families including families with children that have one or more disabled people in them are more likely to be income deprived. Reduction may negatively impact on disabled pupils and their families. Social & Economic Impact The council is committed to examining how these factors interact. The number of children with additional support needs and the complexity of their Negative Impact. Page 200
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needs has increased. Some children are adversely impacted by poverty. The nature of support required for children has intensified and requires more continuous and long term interventions. The most effective supports are based on those supported by significant relationships with a key adult. Sex Gender Reassign Health Human Rights The proposal will negatively impact on all children and young people including those with Protected Characteristics as noted above. 1. There will be less staff available in schools to support children and young people in overcoming the barriers their range of needs brings, when accessing education. 2. There will be less staff available to provide additional support to multi-agency planning to meet the needs of those most at risk or in need of support. 3. There will be less resources available to support staff who are faced with the challenges of children and young people who are disregulated or require alternative areas to learn away from the The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Page 201
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classroom. 4. There will be less opportunity for the personal and professional development of our employees and our service due to increased class contact of Management teams. Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a priority group in terms of reducing child poverty. People from BME groups are more likely to be income deprived. Reduction may negatively impact on more on BME pupils their families. Religion and Belief We are required to provide access to denominational and non- denominational schools for children and young people living in our catchment areas. The introduction of this change would adversely affect subject choices in our schools. This could potentially have an impact on belief as offers will need to be available in denominational and non- denominational schools. Negative. Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Reducing the number of teachers employed in our secondary schools will have a direct impact on the breadth of courses offered. The number of young people attending partner providers fluctuates each year. If there were fewer young people attending partner providers, we would require the staffing to be in our schools to teach the young people. There is a risk that this would narrow the curriculum offer. Fewer young people studying courses with partners would directly impact attainment and positive destinations. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact of any changes on the rights of the child as a result of the reduced devolved school management funding via school visits, monitoring of Standards and Quality reports, ongoing consultation and interrogation of data, stakeholder feedback. Page 202
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Monitoring will be carried out on a termly basis. HR monitoring of range and demographic of staff potentially affected. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1160: This proposal was developed to support the budget exercise. Reducing Secondary School Staffing will adversely affect children in our schools, and their rights. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Page 203
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Assessment No 1152 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Julie McGrogan - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU 23 Education Senior Phase Transport The aim, objective, purpose and intended outcome of policy This proposal presents three options to reduce our expenditure on Senior Phase transport. Presently, we transport around 600 Senior Phase pupils per week to attend classes in other schools and colleges. The majority of these are by bus to West College Scotland in Clydebank, but a number are via taxi to neighbouring schools or other colleges in Glasgow/Paisley. A number of young people also attend college in Glasgow via Scotrail. Transport is provided to ensure that the young person arrives at the venue in time for class, but the return journey could be removed, requiring the young person to make their own way home via public transport using their U22 Travel Pass. Option 1 Remove all return journeys, requiring all young people to travel home via public transport. This would save circa £37,000. Option 2 Remove consortium return journeys only, requiring young people attending another school to travel home via public transport. This would save circa £22,000. Option 3 Remove West College Scotland Clydebank return journeys only, requiring young people attending West College Scotland Clydebank Campus to travel home via public transport. This would save circa £15,000. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with affected stakeholders - children and young people, parents and carers, staff, Parent Councils, local elected members, Strathclyde Page 204
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Partnership for Transport (SPT) and the Archdiocese of Glasgow of the Roman Catholic Church. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? 600 Senior Phase pupils per week who attend classes in other schools and colleges through the Senior Phase offer. Who will be/has been involved in the consultation process? West Dunbartonshire Council was required to undertake a statutory consultation under the terms of the schools (Consultation) (Scotland) Act 2010 on the proposal to discontinue arrangements for the provision of transport for pupils attending catchment schools. Children and young people, parents and carers, staff, Trade Unions, Parent Councils of affected schools, Strathclyde Partnership for Transport (SPT), and the Archdiocese of Glasgow of the Roman Catholic Church were all consulted as part of this process. Education Scotland provide an independent view and assessment of the process in their own report. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability An evaluation of individual needs of all young people to ensure any young person with a This policy may affect negatively young people with a disability with appropriate alternative This may have a negative impact for young disabled people attending college Page 205
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disability has an appropriate resource provision for transport support and resource required to support. and/or school if suitable public transport is not available or accessible. Social & Economic Impact Low income households. Introducing this policy change would adversely affect low income households. Households would need to provide suitable clothing and footwear for young people travelling from college or school independent of corporate provision. Negative. Sex Gender Reassign Health An evaluation of individual needs of all young people to ensure any young person with a health need has an appropriate resource provision for transport. This policy may affect negatively young people with a health need with appropriate alternative support and resource required to support. Negative – potential for decreased attendance at college and school and increased risk of young people reporting with stress/mental health issues due to demands for independent travel. Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Page 206
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If implemented young people could use their under 22 travel pass to make their journey home using public transport. Will the impact of the policy be monitored and reported on an ongoing basis? Impact will be monitored by secondary school Pastoral Care staff and Senior Phase Officers and reported via Education Committee and Education Improvement Board. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1152: This proposal was developed to support the budget exercise. Introducing the proposed change to the school transport policy could adversely affect attendance at senior phase offer in college and school. Page 207
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Assessment No 1162 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Claire Cusick Senior Education Officer Ellen Moran Principal Educational Psychologist Julie McGrogan Senior Education Officer Andrew Brown Senior Education Officer Alison Bowers Senior Education Officer (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU24 - Charging for Instrumental Music Service The aim, objective, purpose and intended outcome of policy It is proposed that exploration of cost benefit from charging for IMS be explored as a draft savings option. This option has been devised to generate income for the Council to offset the cost of running the Music Service. Of the 1,014 pupils currently accessing this service, 22% are living in families in receipt of out of work benefits and would not be charged for this service. Assuming that 10% of those who would be eligible and willing to pay for tuition choose to do so, the following three charging options are proposed: Option 1: £30/hour x 40 weeks Option 2: £15/hour x 40 weeks Option 3: £5/hour x 40 weeks These charging options do not cover the full-service costs. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. There has not been consultation yet as this savings option has not yet been agreed. If it goes ahead a period of consultation will be required to include but not confined to, Instrumental Music Tutors, Education Officers, Senior Education Officers, Education Support staff, Trade Unions, Finance Officers and HR Advisors. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Primary and secondary pupils entitled to instrumental music tuition; and cultural and community experiences delivered through music. Children living in poverty whose families cannot afford to pay for music tuition. Page 208
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Front line school staff who will not be provided with central support; Staff who will be made redundant with limited redeployment opportunities as a result of the organisation’s downsizing. Stakeholders who will have limited access to Education service provision. Who will be/has been involved in the consultation process? There has not been consultation yet as this savings option has not yet been agreed. If it goes ahead a period of consultation will be required to include but not confined to, Instrumental Music Tutors, Education Officers, Senior Education Officers, Education Support staff, Trade Unions, Finance Officers and HR Advisors. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting It is important to consider how factors might crosscut to amplify negative or positive impacts. Likely that factors for groups above will crosscut to amplify negative impacts. Negative, cross cutting with sex, ethnic and disability for example, and other who are more likely to be on lower incomes and/or be in relative poverty. Disability Families with disabled members are a priority group in terms of tacking child poverty including reducing the cost of the school day. The Council is required to make reasonable adjustments for disabled pupils to access its services. Households with one or more disabled member are more likely to be in relative poverty than families with no disabled members. Likely more negative for disabled children or families with a disabled member. Social & Economic Impact Council focus on reducing child poverty. Cost of the school day policy not implemented with children living in poverty further disadvantaged as parents may be unable to afford cost of paying for music tuition. Likely negative for those on lower incomes. Sex Single parent families re a priority group in terms of tacking child poverty including reducing the cost of the school day. Women who make up 90% of single parents are more likely to be in relative poverty than men. More likely more negative for single parent families. Gender Reassign Health Health and wellbeing is a focus on the Councils 22-27 Strategic plan. There is a range of evidence on the positive effect of playing musical instruments on physical and mental health for example Published in 2016, Instruments of Knowledge: Music and the Brain (Stoklosa, 2016) suggests that playing If uptake of music in reduced those not being able to access these opportunities will miss out on the health and wellbeing benefits Page 209
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instruments enhances problem-solving, creativity, and memory. Human Rights Need to consider UNCRC Articles 29 and 31. There would be a very significant reduction in all schools’ abilities to meet Children's entitlement to instrumental music tuition and creative learning. Negative in terms of provision for children and young people. Marriage & Civil Partnership Pregnancy & Maternity Race BME families are a priority group in terms of tacking child poverty including reducing the cost of the school day. Most BME groups are more likely to be in relative poverty than most white groups. Likely more negative for disabled children and families from BME groups. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. There would be a significant reduction in all schools’ abilities to meet Children's entitlement to instrumental music tuition and creative learning. In every school, there would be a reduction in the number of young people achieving Scottish Qualification in Music Performance (1014 Children and Young People) Parents will be dissatisfied through reduced provision of Instrumental Music Education. Cost of the school day policy not implemented with children living in poverty further disadvantaged as parents unable to afford cost of paying for music tuition. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? We will monitor impact of any changes through feedback from the teams involved, central monitoring and data analysis. Q7 What is your recommendation for this policy? Don't Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1162: This proposal was developed to support the budget exercise and to generate income to offset the cost of the service. Charging for IMS will adversely affect children in our schools, and their rights. More Negative impacts are more likely to fall on those who are disabled, from BME groups and single parent families all of whom are more likely to be in relative poverty. The negative impacts identified will not be removed, however some can be minimised in the short term by targeted use of existing and alternative resources and funding streams in some establishments. However, it needs to be noted that almost all of these alternatives rely on the additional funding of the Strategic Equity Fund which will cease in 2026. Page 210
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Assessment No 1040 Owner Stephen Brooks Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Stephen Brooks Working4U Manager Members Peter Barry (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title HE01 Reduce Modern Apprenticeship Investment The aim, objective, purpose and intended outcome of policy Assess the changes and impact on apprenticeship investment emerging as a result of a reduction in funding by 10% each year for three years. West Dunbartonshire Council has invested £1million in the Apprenticeship Investment Fund. The Fund was set up to support access to apprenticeships over a four-year period. The Investment Fund is used solely to meet the wage costs for participants and assist WDC Service Departments to address their workforce development challenges. Using the Apprenticeship Investment Fund as a solid foundation for delivering training and qualifications for Modern apprenticeships and other national training programmes. The Team at Working4U engages with National Training Funds Managers (SDS) to secure additional funding that meets the training costs for participants. This includes additional funds to meet the costs of college courses and qualifications: reinforcing quality assurance; and ensuring that all participants secure the relevant accredited qualifications. The fund allows us to support 29 new apprentices each year. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and elected members have been involved in the development of the assessment. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Page 211
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Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The proposed change will lead to a reduction in the number of school leavers in West Dunbartonshire securing good quality employment. Emphasis is placed on recruiting young people who, without this route, might not secure employment and training. In addition, the reduction will mean fewer people are supported to achieve in-work qualifications required to progress in the workplace. Who will be/has been involved in the consultation process? Senior staff and Elected Members at West Dunbartonshire Council have been involved in the consultation process. The Apprenticeship Pathway is being continually developed and delivered by the Youth Employability and Literacies Team at Working4U. The Team is responsible for the development/design and delivery of youth employability service provision the delivery of contracted ‘National Training Programmes’. The Working4U service manager has provided the information for the assessment. Further consultation will take place with Council services that use the Modern Apprenticeship and Foundation Apprenticeship scheme when more details about the level of investment are available. This will include a range of council departments (for example: Education, Housing, and Building Services) and HSCP service providers. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Young people are more likely than older established workers to experience disadvantage in the labour market. Several factors contribute to the higher unemployment rates among young people in West Dunbartonshire. • Structural Changes in the Economy: Shifts in the economy, such as automation and The No One Left Behind data toolkit provides statistics from a range of Government sources (NOMIS, SIMD) that demonstrate West Dunbartonshire has a comparatively higher benefit claimant count and a higher proportion of the population with no qualifications. West Dunbartonshire has a higher than average proportion of Reduction in the apprenticeship investment fund will lead to fewer opportunities for young people to secure good quality employment. Our recruitment approach is designed to increase access to opportunities for groups of people affected by inequality. Page 212
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digitalisation, can displace jobs in sectors where young people typically find first-time employment, such as in retail or entry-level office jobs. • Economic Factors: Economic downturns or recessions have a significant impact on employment, and young workers are often the first to lose their jobs due to their lack of experience and job security. • Education and Skill Mismatch: Sometimes the skills and education young people possess do not match the job market's requirements. For instance, they might lack the vocational training needed for some roles. • Lack of Experience: Being less experienced makes it challenging for young individuals to face the competition in the job market. Companies often prefer hiring those with work experience. • Apprenticeships and Internships: The limited number of paid apprenticeships and internships can be another factor. These are important stepping stones to secure a job, but they are often difficult to secure because they are either scarce and/or highly competitive. workless households and a higher than average rate of child poverty (27.6% compared to Scotland average 24.5%). As such any reduction in the investment will reduce pathways to opportunity for people from groups with protected characteristics. Page 213
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Cross Cutting Important to consider cross cutting impacts/intersectionality People can and do have multiple vulnerabilities, being members of more than one priority group. Negative impacts may be multiple for people in the circumstances above. Disability Council Equality Outcome on increasing employment diversity. At national level statistics from SDS indicate popularity of FA among disabled people, e.g. they are overrepresented compared to population. Reduction in Modern and Foundation apprentices, negative for disabled young people especially. The apprenticeship pathway has been a good route for disabled people into apprenticeships. This year 14% of new recruits disclosed a disability. Social & Economic Impact We need to have due regard to the Fairer Scotland Duty when making strategic financial decisions. May negatively affect the future job and career prospects of young people in WD, and skills in the area. Potentially negatively impact the economy in West Dunbartonshire, and the lives of young people. Sex Council equality outcome on increasing employment diversity. Council Equality Outcome on reducing gender segregation. Modern and Foundation apprenticeships in social care very popular with females. FAs in construction very popular with Males. Potential negative effect for both males and females in terms of traditional choices and for those make non traditional ones. The apprenticeship pathway has provided a good route for young women to apprenticeships. This year, for example, almost 40% of apprenticeships were taken up by young women. Gender Reassign Health Human Rights Consideration of UNCRC The apprenticeship investment fund supports elements of human rights in terms of UNCRC that is Article 6: namely 'right to develop'. Reduced provision may negatively affect the fulfilment of rights as fewer places will be available for apprenticeships. Page 214
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Marriage & Civil Partnership Pregnancy & Maternity Race Council Equality Outcome on increasing employment diversity. At national level statistics from SDS indicate popularity of Modern and Foundation apprenticeships among BME people, e.g. they are over represented compared to population. Reduction in Modern and Foundation apprentices, negative for BME young people especially. Religion and Belief Race and Religion or belief are different elements however they cross cut with ethnicity because the relative portions. Cross cuts with race to a certain extent. Cross cuts with race to a certain extent. Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council has a budget deficit and is seeking and assessing options that will contribute to reducing the gap. Assessment of the Apprenticeship Investment Fund is a necessary part of that process. Will the impact of the policy be monitored and reported on an ongoing basis? Working4U provides support to encourage young people to engage with training and employment. We maintain a monitoring framework that charts progress towards our aims. We will provide information on the impact of changes through our reporting procedures. Q7 What is your recommendation for this policy? Don't Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1040: This proposal has been developed to support the budget setting exercise. The equality impact assessment provides an overview of the impact of reducing the Apprenticeship Investment Fund. This will reduce access to good quality employment opportunities for young people, including disabled, and BME young people. It would reduce our potential to support in- work progression among low paid workers and reduce the capacity to provide access to qualifications that will support young people to establish themselves in the labour market. This is based on evidence that demonstrates that West Dunbartonshire compares unfavourably with the Scottish averages for employment, economic activity and child poverty levels. The apprenticeship pathway is designed to address these issues and will be negatively affected if the funds are reduced. Page 215
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Assessment No 1032 Owner Stephen Brooks Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Stephen Brooks Working4U Manager Members Peter Barry Chief Officer Housing and Employability (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title HE02 Reduce W4U The aim, objective, purpose and intended outcome of policy Reduce W4U workforce based on options below: Option 1 - Reduction of 4.5 FTE - saving £206,000. Option 2 - Reduction of 9 FTE - saving £412,500. Option 3 - Reduction of 14 FTE - saving £619,125. Option 4 - Reduction of 18 FTE - saving £825,500. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Elected Members, Senior WDC Staff, senior W4U staff Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Staff, service users. Working 4U seeks to address the underlying causes of poverty, as well as the symptoms, by specifically tackling unemployment, providing opportunities to increase levels of education, skills, confidence and personal development as well support to claim in and out of work benefits and manage debt. Page 216
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The specialist components of Working 4U’s services are: Learning and Development that supports disadvantaged or vulnerable groups and individuals of all ages to engage in learning. This covers a range of activity, such as youth work, family and adult learning, including adult literacy and English for Speakers of Other languages (ESOL) and community development and capacity building. Working 4U’s focus is on youth work and family and adult learning. Employability encompasses all the things that enable people to improve their quality of life by increasing their chances of getting a job, staying in a job, and progressing further in work. The focus of our work is placed on supporting those that are facing the most intense levels of disadvantage, including families most likely to be affected by child poverty, young people, older workers, long-term unemployed and people from equalities groups. Benefit /debt Information and Advice National standards state that all debt counselling, income maximisation support, money advice and welfare benefit advice services service providers must be committed to providing equity of access to services for all. We provide a service that is open to all; however, given the socio/economic circumstances we prioritise people who are most vulnerable to disadvantage. In our service delivery we will place emphasis on supporting people facing difficult life transitions, including, for example: • Those with life limiting conditions; • People affected by mental health issues; • Those affected by drug and alcohol misuse; • Those affected by housing and homelessness; • Newly unemployed and retired. In addition, we place emphasis on supporting families with children who are more susceptible to poverty and disadvantage, including families with children: • where the mother is under 25 years of age; • larger families; • minority ethnic households; • lone parent families; • families with children under 1 year old. • Families and children with experience of the care system; • Children with caring responsibilities; and • Those living in areas of high material deprivation. Who will be/has been involved in the consultation process? Consultation has been carried out in the context of the budget review. This has included consultation among Elected Members, senior Council staff and managers at Working4U. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Page 217
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Age Child poverty is focus for the Council. High child poverty in WDC. 18-30 year olds are experiencing particular economic strain. Reduced service provision may result in negative impacts for children and young people. Cross Cutting Working4U seeks to improve the quality of lives for people from disadvantaged backgrounds who are most likely to be affected by inequality, poverty and disadvantage which is driven by structural or institutional factors. These factors include: • Income from social security and benefits in kind, influenced by: o design and generosity of welfare benefits; o benefit sanctions and recovery of advance payments; o hardship payments and third- party debts; o barriers to accessing financial support (including child maintenance). • Income from employment, influenced by the availability of jobs, hours and the level of earnings, and barriers to taking up that work, such as childcare responsibilities; plus qualifications and The key drivers of poverty identified in the legislation include income levels and the cost of living. Income is determined, to an extent, by levels of economic activity and employment. While there are many sources of labour market information, examples provided by NOMIS (Office for National Statistics Labour Market Profile - Nomis - Official Census and Labour Market Statistics (nomisweb.co.uk)) will illustrate West Dunbartonshire’s comparative labour market profile to suggest the need for targeted employability support. Employment and Economic Activity: West Dunbartonshire has a comparatively higher rate of economic inactivity with 26.2% of the 16-64 years age group in employment. The Working4U has a budget of £1.64m. There are four options for consideration. All options focus on staff costs. Option 1: Reduction by £206,000 will affect approximately 4.5 members of staff all of whom will, by necessity of our funding sources, come from our Employability Team, Community Learning and Development team or our welfare benefits/debt team or a combination of all. This will have an impact on their ability to meet growing demand for their services and will create further challenges for the teams. This is particularly the case for benefit/advice/debt team who are experiencing higher levels of demand from increasing numbers of people with a growing complexity of concerns related to the cost-of-living crisis. A reduction of staff in Welfare Rights will lead to lower level of benefit maximisation and debt management activity (including housing and council tax arrears). This will lead to continuing levels of disadvantage and greater demand on crisis support services. A reduction in Community Learning will result in a decrease in adult literacy support, ESOL and community-based learning. While a reduction in the Employability Team will reduce our capability to deliver apprenticeship and in-work progression support. These services will remain, Page 218
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skills, which can influence both contemporary and future child poverty. • Costs of living, including housing, food and fuel costs, the poverty premium, the costs of the school day, and the extra, unavoidable costs of disability or living in a rural area. We provide support because: • People don’t always claim the benefits they are entitled to; • The benefits system is difficult to understand; • Navigating the process without assistance can lead to errors; • Appeals without help can lead to wrong decisions; • Understanding welfare reform is difficult. • People face physical and psychological barriers to employment and learning opportunities because of personal circumstances and professional support will help people to overcome these barriers. • Its difficult to maintain jobsearch comparative figure for Scotland is 23.8% and Great Britain’s figure is 21.6%. At 19%, West Dunbartonshire has a higher proportion of workless households than both Scotland (18.1%) and Great Britain (13.6%). Of those in employment, there is a higher proportion in West Dunbartonshire reliant on part-time work (35.5%). This is higher than the figure for Scotland (33.2%) and Great Britain (32.1%). A review of the NOMIS statistics reveals that the job density in West Dunbartonshire is estimated at 0.61; this is much lower than the figure for Glasgow (1.04); Scotland (0.80) and Great Britain (0.84). In effect, although there are comparatively higher numbers of people out of work, there are also comparatively fewer opportunities available in West Dunbartonshire. Addressing unemployment and underemployment is consistent with addressing the however, their support for equalities groups will be reduced and fewer people will receive support to overcome barriers to opportunity. Option 2: Reduction of £412,500 affecting 9 FTE posts being met by the Council. This will require a full consultation with a requirement for voluntary severance. It will also, most likely, result in additional staff leaving the Council possibly through compulsory redundancy beyond voluntary severance arrangements. This will further reduce our direct service delivery of Adult Learning and Welfare Rights. We will also have reduced staff capacity to deliver apprenticeship programmes and access to training. The capacity to respond to funding opportunities and associated delivery will also be compromised. This could lead to the loss of opportunities and external investment in West Dunbartonshire. Recent examples of the type of opportunity that could be missed in the future: • ESOL funding (funding to support New Scots); • GP Practice funding – supporting access to welfare rights in GP Practices; • Child Poverty accelerator funds – testing new ideas to address poverty; • Cash first and energy hardship funds – funds to reduce the reliance on food banks and assist people to cope with the rise in cost-of-living . • Connecting Scotland – providing target groups with IT equipment. • Improving the Cancer Journey – funds to support families affected by cancer. Page 219
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momentum and participating in learning without professional, expert support. income drivers of poverty and will therefore feature extensively in our approach to addressing child poverty. Benefits The number of people in receipt of out of work benefits is a contributory factor to the level of child poverty. In West Dunbartonshire 4.5% of the population in the 16-64 years group is in receipt of out of work benefits. This is higher than the average in Scotland (3.2%) and Great Britain (3.8%) and represents 2,525 people. 18.4% of households in West Dunbartonshire are in receipt of the main benefits. This compares unfavourably with the figure for Scotland (13%) and Great Britain (11%). In effect, comparatively more people in West Dunbartonshire rely on benefits for their income. Maximising their entitlement will feature strongly in our approach to maximising income Option 3: £619,000 reduction will result in a reduction of approximately 14 fte posts. (leaving 4 ftes to deliver welfare rights, adult learning and apprenticeship support). This will require the actions outlined in the previous 2 options. As a result there would be very little direct delivery of adult learning services (1-2 ftes delivering ESOL, literacy and numeracy) and welfare rights/benefits service (1-2 ftes). The capacity to respond to external opportunities in these areas of work will be lost and the increasing demand for learning and welfare benefits services will not be met. Support for access to community- based learning and welfare benefits will not be available for significant numbers of people who are facing disadvantage and: • Are not in work and not seeking work; • Are economically inactive, retired requiring support to maximise benefits or overcome social isolation (through participation in learning); • Have additional learning support needs. This will require a full consultation with a requirement for voluntary severance. It will also result in additional staff leaving the Council possibly through compulsory redundancy. Option 4: £825,000 reduction will result in a reduction of approximately 18 fte posts. (leaving 4 ftes to deliver welfare rights, adult learning and apprenticeship support). This will require the actions outlined in the previous 2 options. As a result, there would be very little direct delivery of adult learning services (1-2 ftes delivering ESOL, literacy Page 220
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and numeracy) and welfare rights/benefits service (1-2 ftes). The capacity to respond to external opportunities in these areas of work will be lost and the increasing demand for learning and welfare benefits services will not be met. Support for access to community- based learning and welfare benefits will not be available for significant numbers of people who are facing disadvantage and: • Are not in work and not seeking work; • Are economically inactive, retired requiring support to maximise benefits or overcome social isolation (through participation in learning); • Have additional learning support needs. This will require a full consultation with a requirement for voluntary severance. It will also result in additional staff leaving the Council possibly through compulsory redundancy. Disability Our child poverty report notes disabled people as priority group. Six family types are most likely to be affected by disadvantage and child poverty. This included families where members are affected by equalities issues and considered to have protected characteristics. Disabled people and those living in a household with a disabled person are more likely to be income deprived. Reduced provision may affect efforts to reduce poverty for this group. Social & Economic Impact Reducing child poverty is a focus for the council. Groups noted above may be especially vulnerable, as well Reduced provision may result in reduced ability to tackle economic and financial inequality. Page 221
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as other with low incomes. Sex Our child poverty report notes women as priority group. Six family types are most likely to be affected by disadvantage and child poverty. This included families where members are affected by equalities issues and considered to have protected characteristics. This group includes single person households. Women comprise 90% of single parents who are more likely to be income deprived. Reduced provision may affect women disproportionately compared to men. Gender Reassign Health Human Rights Human Rights Act; For example, Article 8 family life. UNCRC. Article 6 development, in this case 'Provision' is relevant. The work of W4U supports elements of human rights and UNCRC rights. Reduced provision may negatively affect the fulfilment of UNCRC rights. Marriage & Civil Partnership Pregnancy & Maternity Child poverty is focus for the Council. Pregnant mothers are a target group for support through child poverty focus. Cross cuts with sex. Six family types are most likely to be affected by disadvantage and child poverty. This included families where members are affected by equalities issues and considered to have protected characteristics. Families with young Reduced provision may affect efforts to reduce poverty for this group. Cross cuts with Sex. Page 222
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mothers, children under 1 year old are included in the focus. Cross cuts with sex. Race Our child poverty report notes people from BME groups as a priority group. Six family types are most likely to be affected by disadvantage and child poverty. This included families where members are affected by equalities issues and considered to have protected characteristics People from BME groups more likely to me more income deprived. Reduced provision may affect efforts to reduce poverty for this group. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The options have been developed as a contribution to the discussions about budget reductions within Working4U in order to assist the Council to manage its budget deficit. Will the impact of the policy be monitored and reported on an ongoing basis? Working4U has a monitoring framework for reporting output and impacts of its activities. This includes key performance indicators illustrating the statistics for the number of people supported and the outcome of that support. This will provide information that will determine how funding resources are deployed. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1032: This proposal has been developed to support the budget setting process. Likely negative impacts especially for women, disabled people, young people including UNCRC rights, people from BME groups. Page 223
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Any further cuts will require a reduction in Teams that have already sustained cuts in the previous year and will have a substantial impact on service provision affecting the most vulnerable households in West Dunbartonshire. Each subsequent option intensifies the negative impact with additional unintended consequences associated with the options. All options have a negative effect on our ability to address the drivers of poverty and support disadvantaged individual and households to escape from poverty. Page 224
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Assessment No 1064 Owner John Kerr Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer John Kerr Housing Development and Homelessness Manager Members Joanne Sutherland Shari Law (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title HE03 Reduce Temporary Accommodation Furniture Budget The aim, objective, purpose and intended outcome of policy Under this option, plans to retire 18 temporary accommodation homes in 2025/26 would be delayed until 2026/27. If the plans had progressed in 2025/26, £1,000 per home would have been required to pay for white goods for 18 new temporary accommodation units. The cessation of the rotation of the temporary accommodation homes would reduce planned expenditure by £18k in 2025/26. This would not be recurring as the planned activity would be reprofiled into 2026/27. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? N/A Who will be/has been involved in the consultation process? Page 225
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Housing Development & Homeless management team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The proposal would be contrary to a service commitment made by the Council in terms of the rotation of the units, however as the proposed cessation is for a solitary year it would mean the proposed activity would take a year longer than anticipated. There is a risk that costs will increase during the cessation period, RPI is currently 3.6% if this was assumed not to change costs would increase in 2026/27 this is reflected in rounding down the estimated saving to £17k. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1064: The proposal has no relevance any of the four areas (1- Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F), 2-Human Rights, 3- Health Impacts or 4- Social Economic Impacts, therefore no Equality Impact Assessment is required. Page 226
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Assessment No 1166 Owner Nicola Pettigrew Resource Regeneration, Environment and Growth Service HE Budget FirstName Surname Job Title Head Officer Nicola Pettigrew Housing Operations Manager Members Nicola Pettigrew, Housing Operations Manager Peter Barry, Chief Officer, Housing and Employability (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title HE04 – Reduce CCTV Service The aim, objective, purpose and intended outcome of policy General Services Saving option for consideration Option 1 – CCTV reduction • Delete 1 x post of CCTV Development Officer. Fund existing CCTV Operative (post in establishment - no current budget provision). Financial difference between posts would be saving to General Fund. Option 2 – 25% Reduction • Delete 1 x Development Officer and 1 CCTV Operator Option 3 - 50% Reduction • Delete 1 x Development Officer and 3 x CCTV Operators Option 4 – 75% Reduction • Delete 1 x CCTV Supervisor and 4 X CCTV Operators Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. This is a saving option which has been requested to be provided for all General Services functions that are not statutory requirements. These options have been identified by the Housing Operations Manager in discussion with the Chief Officer, Housing and Employability. There have been discussions undertaken with Police Scotland with regards to increasing their contributions towards the operation of the CCTV service, however no additional funding has been secured to date but will be subject to ongoing discussions. Police Scotland have confirmed that there is a national review of funding provision to all Scottish Local Authorities underway. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Page 227
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Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Option 1 - Existing female post holder - CCTV Development Officer. Removal of this post will result in the only female post holder being removed from the team, leaving a male only workforce within the CCTV Service. Current post holder would require to be placed on Switch or considered for VS/ER options. Cease undertaking existing post holder duties (support day-to-day operations, responding to repair issues, providing technical expertise, engagement with a range of partners to find technical solutions to CCTV issues, completion of FOI/SARs, responding to member enquiries, producing statistical returns and providing onsite support with engineers as required). Wider impact to CCTV team as will no longer receive the support, technical expertise and knowledge provided by the post holder. Options 2 - will impact on all team members due to deletion of 2 posts, which are currently held by 1 female and 1 male. Will result in restructure of service provision with reduced monitoring provision remaining. This option would leave 3 CCTV Operatives, 1 Supervisor and 1 Team Leader. There would be live CCTV monitoring 7 days per week between 12pm and midnight only. However, it must be recognised there would be increased periods of no live monitoring during periods of staff absence, holiday or vacancy. Option 3 - will impact on all team members due to deletion of 4 posts, which are currently held by 1 female and 3 males. Will result in restructure of service provision with limited monitoring provision remaining. There would be no real time CCTV monitoring provision throughout WDC as insufficient staffing to operate 24/7 shift patterns. Option 4 - will impact on all team members due to deletion of 5 CCTV team posts, which are currently held by all males. Will result in restructure of service provision with no monitoring provision remaining. There would no real time CCTV monitoring provision throughout WDC as insufficient staffing to operate 24/7 shift patterns. Internal and external services and partners who utilise CCTV will all be impacted if any these options are taken - WDC internal services of Housing, ASB, Education, Greenspace, Assets, Roads, Communities. External partners of Police Scotland, SFRS, WDTRO, TRAs and Community Council reps. All will be impacted with loss of any posts within CCTV due to loss of expertise/knowledge, delays in responses to operational technical issues and reduction in service provision, impact will increase through the different options due to level of staff posts lost. Who will be/has been involved in the consultation process? No one has been involved in consultation as these are P&C budget saving options, which will be subject to review by Chief Officer/CEO Budget Working Group, if decision made to take these options forward to a future Council saving committee for approval/rejection, consultation and update would be carried out with the post holders within the CCTV Team. This would be followed by wider update and consultation with Trade Union officials, as it has been outlined in the budget options there are associated risks with the removal of any these posts. There are risks associated with the removal of the CCTV Development Officer post, namely loss of support functions to CCTV team with the day-to-day operations of the CCTV network, supporting and responding to repair issues, providing technical expertise and engagement with a range of partners to find technical solutions to CCTV issues. The post also completes a range of supporting functions to the team including completion of FOI/SARs, responding to member enquiries, producing statistical returns and providing onsite support with engineers as required. Overall monitoring of the CCTV maintenance, production of KPI statistics, research and completion of member enquiries research and onsite engagement with contractors and engineers to resolve CCTV issues. This will result in a reduction on the performance of these key functions be carried out timeously. Options 2-4 - Removal of CCTV Operatives, CCTV Supervisor posts will also pose risk as any deletion of posts will result in reduced service provision and periods of no live monitoring of CCTV. This will create a WDC community risk for all residents, WDC services and our Partners, for example Police Scotland, due to loss of opportunity on prevention and detection of crime/ASB. Page 228
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In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24 and provided 449 evidence packages for court purposes. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age All age groups could be negatively impacted with this saving as CCTV network operates throughout WDC to support prevention/detection of crime and support residents of all ages to feel safe in their communities. According to the 21/22 Scottish Crime and Justice Survey (SCJS) at the Scotland level people aged 16-21 were more likely to be victims of crime than other age groups. Those over 60 were less likely to be victims of crime. A Fairer Scotland for Older People: Framework for Action. Older people want: "Opportunities to remain actively engaged with, and involved in, their communities" In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. If loss of any posts resulted in a less effective service, then there could be negative consequences for younger people if they are currently benefiting from use of the system. However, should be recognised that all age groups can be disadvantaged if CCTV service is reduced, as there is a direct impact on prevention / detection of crime/ASB, which supports residents feeling safe in their communities. Reduction in CCTV team could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. This could result in decreased levels of satisfaction of residents feeling safe in their community. Cross Cutting It is important that there is a focus on prevention and detection of criminal activity and ASB within communities. This is supported with a modern and efficient CCTV network provision. People can simultaneous be members of more than one disadvantaged or advantaged group, which can multiply negative or positive outcomes. The Scottish Crime and Justice Survey (SCJS) estimated that 40% of all crimes (as defined by the SCJS) were reported to the police in 2019-20. Loss of CCTV posts could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. This could result in decreased levels of satisfaction of residents Page 229
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In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. feeling safe in their community. Loss of CCTV posts to help address timeously any operating issues of CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. Resulting in residents feeling unsafe within their communities and impacting on social isolation. Disability Evidence suggests disabled people are more likely to be socially isolated, and less likely to be involved in community life than non disabled people. According to the 21/22 Scottish Crime and Justice Survey (SCJS) at the Scotland level disabled people were less likely to feel safe than non- disabled people. Disabled people were more likely to victims of crime than non disabled people. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. If loss of a posts resulted in a less effective service, then there could be negative consequences for disabled people if they are currently benefiting from use of the system. Loss of opportunity for prevention and detection of crime and ASB within communities. This could result in increased levels of social isolation for this protected group due to loss of opportunities. This could also lead to social isolation due to feeling of being unsafe in their communities. Social & Economic Impact It is important that there is a focus on prevention and detection of criminal activity and ASB within communities. This is supported with a modern and efficient CCTV network provision. According to SCJS 21/22 at the Scotland level those living in the most deprived 15% SIMD areas were more likely than those on other areas to experience crime. Involved, organised and empowered communities have greater economic and social strength. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24 and Loss of CCTV posts is likely to result in delays to operational CCTV issues being dealt with timeously. This could negatively impact on wider community in terms of loss of feeling safe in their communities. Page 230
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provided 449 evidence packages for court purposes. Sex We need to consider any differential impacts between sexes At the Scotland level the SCJS 21/22 reported that women felt less safe than men 63% v 90% walking alone in the dark Citizens Panel data from 2023 showed little difference between women and men in perceptions of how good an area WD was to live into Engagement in community activities varies across age and gender. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. If loss of posts resulted in a less effective service, then there could be negative consequences for Women if they are currently benefiting from use of the system. Loss of any CCTV posts to help address timeously any operating issues of CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. Resulting in residents feeling unsafe within their communities and impacting on social isolation. Gender Reassign Those undergoing or who have undergone gender reassignment can be particularly excluded from social and in civil society. Therefore, loss of CCTV posts could create isolation for this protected group due to few opportunities to engage re CCTV provision and development. Evidence suggest that trans people can be more socially isolated and more at risk of discrimination. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. If loss of posts resulted in a less effective service, then there could be negative consequences for Trans people if they are currently benefiting from use of the system Loss of CCTV posts could impact on ability to help address timeously any faults or operating issues of CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity, creating increased social isolation for this group due to feelings of lack of safety in communities. Health It is important that there is a focus on prevention and detection of criminal activity and ASB within communities. This is directly supported with an efficient and modern CCTV network provision. Our physical and social environment is the framework in which our lives take place and, depending on circumstances, it can provide us with opportunities or limit our potential (Scottish National Performance Framework). If loss of CCTV posts resulted in a less effective service, then there could be negative consequences for the mental health of members of the community for example Page 231
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In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. in terms of feeling safe, timeous responses to any operating issues of CCTV. Human Rights It is important that there is a focus on prevention and detection of criminal activity and ASB within communities. This is supported by a modern and efficient CCTV network provision. Relevant under core civil rights, such as the right to respect for private and family life (Article 8 of the Convention), the right to freedom of expression (Article 10) It is important that potential impact for children and young people is considered. In practice Human Rights and Children's Rights cross cut often with equality considerations and the others addressed in our assessments. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. If loss of CCTV posts resulted in a less effective service, then there could be negative consequences in terms of being able to support peoples human rights. Marriage & Civil Partnership Pregnancy & Maternity This area crosscuts with consideration under sex This area crosscuts with sex In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24 and provided 449 evidence packages for court purposes. This area crosscuts with sex Race All protected groups could be impacted with this saving People from BME groups are more likely to experience hate incidents than people from white ethnic groups Evidence from Scottish Social Attitudes surveys and other sources suggests that people who have contact with people from other groups are less If loss of CCTV posts resulted in a less effective service, then there could be negative consequences for BME people if they are currently benefiting from use of the system. Loss of CCTV posts to Page 232
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likely to hold negative views on those groups. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. help address timeously to operating issues of CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. This could result in group feeling unsafe in their communities and increasing social isolation. Religion and Belief We need to consider any differential impact in terms of religion and belief Whilst Race and religion are distinct categories there is some cross over in terms of visibility, or perceived religion of certain people. We also need to consider and impact of dealing with sectarian incidents. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24 and provided 449 evidence packages for court purposes. Loss of CCTV posts to help address timeously to operating issues and faults for CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. Sexual Orientation We need to consider any differential impacts between sexual orientations LGB people are more likely to suffer harassment linked to sexual orientation than heterosexual/straight people. In 23/24 CCTV service highlighted and reported 1232 incidents via our CCTV monitoring, which were raised with police for action. The CCTV Team were also requested by Police Scotland to carry our specific CCTV enquiries 576 times 23/24, and provided 449 evidence packages for court purposes. Loss of any CCTV posts to help address timeously any operating issues of CCTV provision. This could pose a risk in terms of missed opportunities for the prevention and detection of crime and ASB activity. Resulting in residents feeling unsafe within their communities and impacting on social isolation. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. It is recognised that if any these saving options are accepted by members that there will be a negative impact on the delivery and future development of the CCTV network provision. It is also recognised that there would likely be a negative impact for the protected groups detailed above, as there will be less opportunities to engage re CCTV developments and delays in responding to repairs for CCTV as they Page 233
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arise. There would also be a restructure of service required if option 2-4 taken with limited live CCTV monitoring, which will negatively impact on our ability to support the proactive prevention and detection of crime and ASB to keep our tenants and residents safe in our communities. This could likely also result in tenants and residents feeling dissatisfaction with the management of their neighborhoods, with potential links to increased feelings of social isolation due to safety concerns in their communities. It is also recognised that there would also be a negative impact for internal WDC services and external partners, for example Police Scotland and SFRS, who rely on CCTV provision in the prevention and detection of crime and ASB activity for all groups. As outlined previously, there are risks associated with the removal of any the CCTV roles, namely loss of support functions to CCTV team with the day-to-day operations of the CCTV network, supporting and responding to repair issues, providing technical expertise and engagement with a range of partners to find technical solutions to CCTV issues, loss of supporting functions to allow operation of CCTV team, reduction in live monitoring of CCTV which would result in loss of evidence and opportunity to detect and prevent crime and ASB. Removal of any CCTV posts poses a significant risk in increased levels of ASB and crime within communities. This impact would reduce effective monitoring provision and negatively impact on prevention and detection of crime and ASB due to extended periods, delayed responses and engaging with partners and external providers to find solutions to technical and operational issues. There is also an associated risk with any reduction to the CCTV team as we have recently secured a once in a generation level capital investment delivering a comprehensive upgrade programme, which included Capital investment secured to deliver the CCTV Project consisted of £681,172 of UKSP investment and £750,000 HRA investment. As part of the UKSP investment there will be an ongoing requirement to provide regular updates on how this money has positively impacted in our communities and achieved positive outcomes. This will be cross cutting across all protected groups. Therefore, is essential that we retain sufficient staffing levels to monitor and operate our new enhanced CCTV provision network, removal of any CCTV posts would pose a risk to deliver of these objectives. Will the impact of the policy be monitored and reported on an ongoing basis? Yes. There will require to be ongoing quarterly updates to the UK Government to update on the positive outcomes achieved from the upgrading of the CCTV network which is being delivered via the UKSP funds secured of £681,172. Removal of this post will present a challenge in providing the required statistical and reporting returns required in a timeous manner. As outlined above the removal of any CCTV posts will also present delays in timeous onsite responses to technical issues that occur, which could negatively impact on prevention and detection of crime. There are also KPI returns that are provided as part of the Housing and Employability Delivery Plan around CCTV, namely under Our Communities, Objective 1. Our neighbourhoods are safe, resilient and inclusive, specific returns on (a) Number of incidents directed to Police by Public Space CCTV team, (b) % of Public Space CCTV cameras that are operational, a 3rd KPI would also be impacted due to loss of opportunity to detect/prevent ASB and gather evidence via operational CCTV (c) % of anti-social behaviour cases resolved. Q7 What is your recommendation for this policy? Don't Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1166: Removal of any the CCTV posts across option 1-4 would have anticipated negative impact people with the protected characteristics noted in section 2 of the impact assessment for example women, younger people, trans people, but all persons in our communities would be impacted due to reduction in CCTV live coverage. If decision taken to delete any the CCTV posts, further support and discussions will be required to be undertaken with all existing post holders to explore options. Further discussions will also be required to be undertaken with wider CCTV team, internal and external services/partners in terms of potential restructuring of service. Page 234
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Assessment No 1149 Owner Arun Menon Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Richard Butler, Section Head CAS (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title PT12 Reduce Corporate Admin Support The aim, objective, purpose and intended outcome of policy This option, to reduce service by 5%, will see an equivalent of 3 FTE reduction within the service area. In financial teams this equates to £91,200 reduction. This figure factors a 18% HRA recharge through Central Support Allocation which cannot be reduced as it will not impact the General Fund. There are a range of associated impacts on service delivery for services that CAS support which have been relayed to all Chief Officer ahead of a decision. Whilst savings here are reflected as FTE, no staff member with a permanent contact is likely to be impacted. These savings will be delivered from a mix of VER/VS and deletion of temporary increased hours and/or fixed term posts. That said, this will significant impact the capacity within CAS which is why for transparency it was considered necessary to reflect the savings as FTE hours deleted. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Services that receive support from CAS and any staff who are employed on fixed term contracts and/or have a temporarily increase in their hours. Who will be/has been involved in the consultation process? PMRG have been made aware of the impact should the savings be approved Page 235
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability Social & Economic Impact Sex We need to consider any differential impact for example because of composition of the affected workforce in terms of sex. Due to workforce composition, changes are likely to affect women more than men. Women in Scotland are more likely to be income deprived than men. In practice this means that some staff will stop working extra hours currently in place, meaning some reduction in income above their contractual amounts. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing base is? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1149: Due to workforce composition, changes are likely to affect women more than men. In practice this means that some staff would stop working extra hours currently in place, meaning some reduction in income above their contractual amounts. Page 236
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Assessment No 1059 Owner Lorraine Mair Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Alison McBride People & Change Manager Members Alison McBride, People & Change Manager Victoria Rogers, Chief Office, People & Technology (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title P&T14 People and Change Team Restructure The aim, objective, purpose and intended outcome of policy As part of a wider service review of P&T, specifically to ensure compliance with Standard Operating Model (SOM) and deliver savings towards the Council budget gap, the proposal is to restructure the P&C team and reduce number of posts/people. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Strategic HR team Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Impact will be the reduction of 1FTE management role in HR and 0.6FTE specialist H&S role. The remaining teams will be impacted in that there is reduced opportunity for progression. The agreement of the SOM is already in place. This proposal ensures compliance for the P&T HR and OD teams. Who will be/has been involved in the consultation process? All those directly impacted by the proposal have been consulted and advised. All P&T teams, have been advised of the proposed restructure changes. Trades Unions have been advised. Elected Members will be asked to note the savings/management adjustment Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Page 237
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Specific group to consider Needs Evidence Impact Age The role of managers is required for the smooth running of all services. This will continue, but will be more efficient and therefore effective, in line with SOM. The workforce has an age diverse workforce but 44% are over 50. People tend to progress as they get older which means that the more specialist and managerial posts are often occupied by those over 50 Reduction in posts at this level may adversely affect those in the upper age bracket. Cross Cutting N/A N/A N/A Disability N/A N/A N/A Social & Economic Impact N/A N/A N/A Sex We need to have regard to any differential impact. Gender Reassign N/A N/A N/A Health Employee Wellbeing is of paramount concern and WDC aim to ensure that all relevant supports are in place to help employees and managers who need support and to help them maintain good health. The commitment to supporting employees remains of paramount importance. Any employees and managers affected by the changes required will be supported through all appropriate channels Implementation of this change may be a time of anxiety for those affected e.g. change of line manager. Each individual will be supported by the remaining managers to make the transition to the new structure as smooth and comfortable as possible Human Rights N/A N/A N/A Marriage & Civil Partnership N/A N/A N/A Pregnancy & Maternity N/A N/A N/A Race N/A N/A N/A Religion and Belief N/A N/A N/A Sexual Orientation N/A N/A N/A Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Impact will be a reduction in management roles already envisaged when the FOM was first agreed in 2014/15. This was followed by variation and agreement of SOM, against which all Chief Officers were asked to model any restructures. This restructure will ensure that the service is SOM compliant, role modelling the difficult decisions that must be made to achieve this. Will the impact of the policy be monitored and reported on an ongoing basis? Compliance with SOM will continue to be monitored and assessed following implementation of this proposal Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 238
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EIA 1059: Re-aligning the team ensures SOM compliance and secures a lighter but still focused, delivery model. Current strategy and programmes in place to 2027 so will be unaffected in short term. Future impact will be a reduction in resource and consequential impact on ability to respond to service demand. Impact will be the reduction of 1 FTE management role in HR and 0.6FTE specialist H&S role. Reduction in posts at this level may adversely affect older post holders. Page 239
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Assessment No 1058 Owner Lorraine Mair Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Alison McBride People & Change Manager Members Alison McBride, People & Change Manager Victoria Rogers, Chief Office, People & Technology (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title P&T15 Reduce Organisational Development The aim, objective, purpose and intended outcome of policy As part of a wider service review of P&T, specifically to ensure compliance with SOM and deliver savings towards the Council budget gap, the proposal is to remove the 1FTE Organisational Development Lead post, re -aligning the team members under one of the People & Change Partners within Strategic HR. The agreement of the SOM is already in place. This proposal ensures compliance for the P&T HR and OD teams. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Strategic HR team Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? The impact will be the removal of a specialist focussed L&D management role (Grade 9) and merging with another specialist role (HR), who will take over line management of the small team, and the service they provide, in addition to existing line management responsibilities. Who will be/has been involved in the consultation process? All those directly impacted by the proposal have been consulted and advised. All P&T teams, have been advised of the proposed changes. Trades Unions have been advised. Elected Members will be asked to note the savings/management adjustment Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Page 240
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Specific group to consider Needs Evidence Impact Age The role of managers is required for the smooth running of all services. This will continue, but will be more efficient and therefore effective, in line with SOM The workforce has an age diverse workforce but 44% are over 50 Reduction in managerial posts results in less progression opportunities in that area Cross Cutting N/A N/A N/A Disability N/A N/A N/A Social & Economic Impact N/A N/A N/A Sex Managers are appointed based on skills and expertise, not sex. The wider workforce of WDC is predominantly female at 74%. However, the management split is less with 58% female. Implementation of this change will reduce the number of female managers in the service. Gender Reassign N/A N/A N/A Health Employee Wellbeing is of paramount concern and WDC aim to ensure that all relevant supports are in place to help employees and managers who need support and to help them maintain good health. The commitment to supporting employees remains of paramount importance. Any managers affected by the changes required will be supported through all appropriate channels. Implementation of this change may be a time of anxiety for those affected e.g. change of line manager, move into a different team. Each individual will be supported by the remaining managers to make the transition to the new structure as smooth and comfortable as possible. Human Rights N/A N/A N/A Marriage & Civil Partnership N/A N/A N/A Pregnancy & Maternity N/A N/A N/A Race N/A N/A N/A Religion and Belief N/A N/A N/A Sexual Orientation N/A N/A N/A Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Impact will be a reduction in management roles already envisaged when the FOM was first agreed in 2014/15. This was followed by variation and agreement of SOM, against which all Chief Officers were asked to model any restructures. This restructure will ensure that the service is SOM compliant, role modelling the difficult decisions that must be made to achieve this. Will the impact of the policy be monitored and reported on an ongoing basis? Compliance with SOM will continue to be monitored and assessed following implementation of this proposal Q7 What is your recommendation for this policy? Page 241
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Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1058: The agreement of the SOM is already in place. This proposal ensures compliance for the P&T HR and OD teams. Current strategy and programmes are in place to 2027, and to ensure continued support of this, there is no proposed reduction in the team below (2FTE). There will be a reduction in leadership resource, leading to less development and bespoke work/support. While current programmes will be maintained, the ability to add and create more will be diminished. There is a risk in terms of reduced development/support work however there are moves nationally to progress a more joined up training offering covering digital (365 hub) and leadership (SG) which could potentially mitigate to some degree. Implementation of this change will reduce the number of female managers in the service. Reduction in managerial posts results in less progression opportunities in that area. Page 242
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Assessment No 1183 Owner Arun Menon Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon and Victoria Rogers (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title PT18 Outsourcing Print Room The aim, objective, purpose and intended outcome of policy The Corporate Administrative Support (CAS) team currently manages in-house printing, processing large volumes of envelopes and pages annually. Despite a gradual reduction in volumes, the demand remains significant, with over 1.4 million pages and 633,988 envelopes processed between 2020-2025. This option will see the entire print room function outsourced will the reduction in staffing and other related costs. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Chief Officers, Strategic HR Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Staffing In-house print room costs are primarily made up of staffing (2.5 FTE) alongside equipment and consumables. In addition, there are costs associated with equipment, materials and consumables which can be reduced should this option be approved. Upon developing an options appraisal, the annualised cost of outsourcing based on the above volumes is approximately £112,170 compared to an internal cost of £177,253 delivering a saving of between 25% to 35% subject to all associated costs including staffing being removed. Businesses/suppliers The Council already have a similar model for the annual Council Tax notices that are sent to all council residents following March council. This involves an output file of the required materials being sent to an external printer who produce the notices, envelops and posts in line with the required SLA. To produce this option, high level discussions were undertaken with CFH (current external print providers) to ascertain Page 243
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the cost of a similar service based on the above volumes. This was necessary to assure that the costs of outsourcing do not exceed existing costs. Who will be/has been involved in the consultation process? Chief Officers, Strategic HR Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Need to consider any staff impacts 2 of the proposed FTE holder of the 2.5 total are male Because of gender balance of the employee group, men are more likely to be affected. Sexual Orientation Human Rights Health Social & Economic Impact Need to have regard to the Fairer Scotland Duty for significant procurements Consumer Duty with regard to small business if affected The Council has a target of 12% procurement spent on local enterprises, performance for 23/24 was 11.35% this needs to be balanced against the need to balance the Council budget. Will affect local spend on businesses Local or regional printing firms that currently provide services to the council may experience increased demand. Reduction in spend with current suppliers of printing supplies. Cross Cutting It is good practice to consider intersectionality Effects of proposals, positive or negative, may be multiplied being the member of more than one affected group. Being for example from a BME group, being a woman and either being disabled or having a disabled person in their household could be a multiple factor. Page 244
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1183: Staffing would be reduced by 2.5 FTE, because relevant workforce gender composition, men are more likely to be affected. Some potential impact for business providing services and potentially negative for businesses currently supply resources to us to enable our printing. Page 245
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Assessment No 1176 Owner James Gallacher Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer James Gallacher ICT Manager Members James Gallacher, ICT Manager Victoria Rogers, Chief Officer People & Technology (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title PT20 Reduction in ICT Team The aim, objective, purpose and intended outcome of policy To reduce the ICT service by either £84k or £168k equivalent to 2 or 4 FTE Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with P&T Chief Officer, Strategic HR, ICT Management team and Trade Unions Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Page 246
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Who will be affected by this policy? ICT employees Who will be/has been involved in the consultation process? Consultation with P&T Chief Officer, Strategic HR, ICT Management team and Trade Unions Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The council must meet public sector equality duty. The age group are 55 to 60, and 60 to 65 group. These groups more likely to be affected, though other may be as well. Potential to have negative on older groups because of workforce demographics however the council is providing early retirement or switch policy to support employees. Cross Cutting We should consider cumulative and cross cutting impacts. Longer wait times will impact all employees and external service users. Likely negative in terms of productively. Disability The Council has a duty to ensure that services are accessible to disabled people and that reasonable adjustments are made for disabled staff when required. It is important that reasonable adjustments are not only made, but also made in good time. Longer wait times will impact all employees and external service users. Disabled people are more likely to experience financial hardship. Potentially negative for disabled employees if this impacts reasonable adjustments. Potential to have negative impact however the council is providing early retirement or switch policy to support employees. Social & Economic Impact The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty. Employees affected by this policy may be impacted financially. This has the potential to have a negative impact. Any potential reduction in staffing requirements could be managed through SWITCH redeployment programme. Additional support will be available to Page 247
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any employees impacted by the savings options to ensure their health and wellbeing. Sex Important to gauge any differential impact in terms of sex. Sex mix of further affected group is equal. Likely to be neutral in terms of sex. Gender Reassign Health Health and wellbeing are a priority for the Council as noted in our Strategic Plan 22- 27. Worries surrounding job security may be heightened for employees. This has the potential to negatively impact employees, any potential reduction in staffing requirements will be managed through SWITCH redeployment programme. Additional support will be available to any employees impacted by the savings options to ensure their health and wellbeing. Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The ICT service has been reduced over the years, mainly focusing on management posts and the deletion of three broader analyst roles as part of 23/24 savings exercise. This further reduction would present serious challenges for the service and the wider organisational support. Any employees impacted are being offered early retirement options plus wellbeing and switch policy support. Will the impact of the policy be monitored and reported on an ongoing basis? Page 248
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ICT will continue to monitor and review support requirements, capacity and workloads. ICT will continue to report via service management and WDC strategic plan KPI - Volume of ICT Incidents closed in half day or less. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1176: A reduction in support areas will mean longer waiting times for support, project assistance and incident/request resolution in corporate, education and partner areas. External service users may also be affected. Dependent on the option taken there may be additional impact and risk including increase in Cyber risk and downtime for system patching. There is positive impact with the recommendation as the Council has a duty to address savings targets for 25/26 and this recommendation will deliver savings. Page 249
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Assessment No 1229 Owner mlynn2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding -WDCVS The aim, objective, purpose and intended out come of policy A reduction or removal in voluntary grant funding provided to West Dunbartonshire Community & Y sorServices (WDCVS) who administer Voluntary Grant funding on behalf of the Council. This funding total of £75,000 covers social transport at £50,000, and play schemes and running costs at £25,000. Consideration will be given to either fully remove or reduce this funding in 2025/26 or on a phased basis over a number of years. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Community Groups who apply to West Dunbartonshire Community & Volunteering Services for grant funding. Who will be/has been involved in the consultation process? WDCVS have been notified of the potential reduction in funding subject to Council approval. Page 250
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Relevant as funding is provided across a wide range of community groups and age ranges. Funding is provided to cover social transport, play schemes and running costs. Also funding for people with asbestos related diseases. Reduction in funding will negatively affect the amount that WDCVS can provide to Community groups who apply to them for financial support. These groups are wide ranging and the funding also helps support play schemes and running costs. Disability Relevant as funding is provided across a wide range of community groups who support a wide range of groups requiring support potentially including disability groups. The service may provide support to community groups with a specific focus on disabilities through the funding levels provided. Reduction in funding will negatively affect the amount that WDCVS can provide to Community groups who apply to them for financial support. These groups are wide ranging and the funding to help support social transportation. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact The Council must have due regard to the Fairer Scotland Duty in terms of Social Economic impacts and the statutory guidance. The service acts to provide funding for social transport, play schemes and running costs Reduction in funding will negatively affect the amount that WDCVS can provide to Community groups who apply to them for financial support. These groups are wide ranging. Cross Cutting It is important that the Council considers how impacts may interact. People who are members of more than one disadvantaged group are more likely to be impacted. Negative affects may be cumulative. Page 251
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. The Council has a substantial budget deficit and is seeking and assessing options that will contribute to reducing the gap. Assessment of grant support to external service providers is a necessary part of that process. Will the impact of the policy be monitored and reported on an ongoing bases? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1229 details potential impacts which, summarised is that a reduction in funding may negatively affect community groups that support a wide range of users with either health or disability issues. Reduced funding to voluntary groups could have an impact on the groups and the services they provide to the community. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration whilst setting out the implications of taking the option. Non statutory funding is still covered by the duty to impact assess relevant proposals under the Public Sector Equality Duty in Scotland. Page 253
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Assessment No 1234 Owner mlynn2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Y Sort It The aim, objective, purpose and intended out come of policy The aim is to assess the impact on services by either fully removing or reducing the grant funding provided to Y Sort It. Y Sort It, engage with young people in a variety of ways, including the provision of issue based workshops, personal development, group work, support to achieve accreditation, and assist the development of healthy lifestyles and facilitate participation in community projects. Funding provided is £87,820. In addition education specific funding of £76,000 is provided - Care connections and community mentoring supports for children and young people who are care experienced. Supports out of school learning and mentoring. Consideration will be given to either fully remove or reduce this funding in 2025/26 or on a phased basis over a number of years Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Y Sort-It delivers a young person led service, providing opportunities for young people and inspiring them to reach their full potential. This is a youth friendly social space for young people facilitating access to youth group activities and learning opportunities. This includes a weekly programme of support groups, group work sessions in the Y Sort-It Youth Centre and other relevant outreach locations. The service will be open access and available to any young person aged 5–25 years and a resident within West Dunbartonshire. However, to meet the varying needs of young people living in West Dunbartonshire consideration will be given to those people who are harder to reach, to ensure Page 254
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that they have equal opportunity of access. This will include specific provision for those that are the following: • LGBT Youth; • Those at risk or vulnerable to anti-social behaviour or organised crime; • Young Carers / Young Adult Carers; • Looked after Care Experienced young people; • Those at risk or vulnerable to substance misuse Who will be/has been involved in the consultation process? Y Sort It have been notified of the potential reduction in funding subject to Council approval. Page 255
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age While the majority of children and young people in West Dunbartonshire are: happy in their homes; enjoy friendship; and are actively engaged in sport, culture and recreation; progress at school; have good health and self esteem; and are civically engaged, there are others who are less well connected. However, this is not the case for all young people in West Dunbartonshire where some young people living are facing challenges because of their circumstances and experience of poverty and disadvantage. Youth Engagement services, that includes input from Y-Sort-it will contribute towards addressing those challenges within West Dunbartonshire communities, with specific emphasis placed on supporting those that may be more vulnerable to disadvantage. In order to do so there is a need to engage with young people and develop services that meet their needs. This includes the need for support In 2020, 15,484 of the population (88,340) were children between the age of 0 and 15 years. 12,433 children were attending school: • 6,658 pupils in the 32 primary schools in West Dunbartonshire. • 5,548 pupils in the five secondary schools in West Dunbartonshire. • 227 pupils in the additional support needs schools in West Dunbartonshire. Of these 3,549 are considered to be living in households affected by poverty. This represents 23.4% of the population in the 0- 16 year’s age group. This is 3%age points higher than the average in Scotland. In 2021, there was 334 ‘looked after’ children. In addition, statistics provided by Skills Development Scotland show that the proportion of school leavers in a positive destination in West Dunbartonshire (91%) is lower than the equivalent proportion for our neighbours in the Greater Glasgow and Clyde NHS (GGandC NHS) area (95.8%) and Scotland (95.5%). Similarly the participation Y Sort-It engages with young people in a variety of ways. This includes the provision of issue based workshops, personal development, group work, support to achieve accreditation, and assist the development of healthy lifestyles and facilitate participation in community projects. Y-sortit receives funding to deliver services that complement existing services provided by West Dunbartonshire Council (Working4U) youth teams. Y-sortit receives funding from other sources and has reserve funds which are reported in the organisations annual accounts. Nevertheless, the options for removing or reducing grant funds will have a negative effect on their ability to deliver services. Page 256
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to remain active and healthy; enjoying economic opportunity and security and being connected, respected and able to contribute to their communities. rate in West Dunbartonshire (90.8%) compares unfavourably with the GGC NHS area (92.4%) and Scotland (92.2%). Furthermore, 7.2% of the population in the 16- 25 years age group are claiming out of work benefits. This compares unfavourably with Scotland, where the figure is 4.6% and Great Britain with a figure 4.8%. Disability Relevant as funding is provided across a wide range of community groups who support a wide range of groups requiring support potentially including disability groups. The service may provide support to community groups with a specific focus on disabilities through the funding levels provided. Reduction in funding will negatively affect the amount that Y Sort It can provide to individuals who look to them to provide a service. Gender Reassign Creation of places where LGBTQ+ groups can safely socialise and be open about their sexual orientation and gender identity. LGBT young people in particular are at a higher risk of increased homelessness and domestic abuse Stonewall Scotland's report highlighted that LGBT people are vulnerable to and at increased risk of homelessness, highlighting that almost one in five LGBT people (18%) have experienced homelessness at some point in their lives. A Report by Scottish Alliance for Children's Rights notes LGBT children and young people may be significantly disadvantaged in accessing adequate play, leisure and culture opportunities. This is cross cutting with sexual orientation. Removal of funding for an organisation that provides support to young LGBT people may have an adverse impact on their wellbeing particularly if no other supports are available. How support for LGBT young people is delivered would need to be assessed to ensure it still delivers maximum positive impact. Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Creation of places where LGBTQ+ Stonewall Scotland's report highlighted Removal of funding for an organisation Page 257
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groups can safely socialise and be open about their sexual orientation and gender identity. LGBT young people in particular are at a higher risk of increased homelessness and domestic abuse. This is cross cutting with gender reassignment. that LGBT people are vulnerable to and at increased risk of homelessness, highlighting that almost one in five LGBT people (18%) have experienced homelessness at some point in their lives. A Report by Scottish Alliance for Children's Rights notes LGBT children and young people may be significantly disadvantaged in accessing adequate play, leisure and culture opportunities. This is cross cutting with gender reassignment. that provides support to young LGBT people may have an adverse impact on their wellbeing particularly if no other supports are available. How support for LGBT young people is delivered would need to be assessed to ensure it still delivers maximum positive impact. This is cross cutting with gender reassignment Human Rights Need to consider Article 8 of European convention on Human Rights (ECHR), I.E. Family and Private Life Good practice to consider impact on Children and Young people including in terms of the UNCRC. ECHR and UNCRC Cross cuts with considerations under 'age'. Reducing funding may negatively affect fulfillment of UNCRC rights. Health There are an estimated 800,000 unpaid carers in Scotland this includes 30,000 young carers under the age of 18. Research undertaken by Carers Trust reports that 45% of young carers and young adult carers aged 14- 25 surveyed stated that they have or have had mental health problems. Mental health and wellbeing LGBTQ+ children and young people experience particularly high rates of poor mental health. More than one in five LGB Scottish Health Survey (2012/13) http://www.gov.sco t/Publications/2016 /09/2408 Carers Trust Scotland (2015) Time to be Heard for Young Adult Carers. Scottish Government (2015) Scotland's Carers https://www.stone wall.org.uk/experien ces-lgbtq-children and-young- people https://www.gov.sc ot/binaries/content /documents/govscot /publications/statist ics/2019/11/scottis h-schools adolescent-lifestyle substance-use survey-salsus national-overview 2018/documents/su Removal of funding for an organisation that provides support to young people including young carers and young LGBT people may have an adverse impact on their wellbeing particularly if no other supports are available. How support for carers is delivered would need to be assessed to ensure it still delivers maximum positive impact. Page 258
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young people and more than two in five trans young people have attempted to take their own life. One in three non-binary young people and nearly half of disabled LGBT young people have tried to take their own life. Health is cross cutting with other areas such as sexual orientation and gender reassignment. mmary-findings west dunbartonshire council/summary findings-west dunbartonshire council/govscot%3A document/summary -findings-west dunbartonshire council.pdf Social & Economic Impact West Dunbartonshire has one of the highest proportion of young carers by local authority area. Higher proportions of young people have caring responsibilities in areas of higher deprivation and lower income. Research tells us that young carers are more common in families with unemployed parents or low incomes. This is cross cutting with other areas such as LGBT and homelessness Scotland's 2011 Census data. Removal of funding for an organisation that provides support to young people may have an adverse impact on their economic wellbeing particularly if no other supports are available. Cross Cutting There is a need to recognise that young people who access youth services often have compounded barriers or obstacles Scottish Health Survey (2012/13) http://www.gov.sco t/Publications/2016 /09/2408 Carers Trust Scotland (2015) Time to be Heard for Young Adult Carers Scottish Government (2015) Scotland's Carers. Understanding the impact on young people in this respect should be understood in reference to the intersectionality of challenges they face. Page 259
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. As above Will the impact of the policy be monitored and reported on an ongoing bases? We will monitor impact by consulting Head Teachers/Young People. Monitoring will be carried out on a termly basis. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1234: This proposal has the potential to have a negative impacts for some groups particularly those attending schools in areas of high socio economic deprivation. However some can be minimised in the short term by targeted use of existing and alternative resources and the knowledge and skills already developed in some establishments to support the range of pupil needs. However, it must be noted that individual establishments and the central education service budgets have been subject to significant pressures over time and leave very little scope for spend beyond the essential to operate a service. There is additional funding/support provided by WDC which includes; £39,000 of transition funding from Cost-of-Living Fund which expires in 2026/27. Benefit from concessionary rental at Bonhill Community Centre since 2021 (£1 if asked). Market rate would be £15,000. Discussions ongoing regarding rental with a further two years rent free proposed and stepped rental thereafter. £189,000 of HSCP funding to provide advocacy and support for Young Carers Page 260
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Assessment No 1230 Owner mlynn2 Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Antonine Sports Centre The aim, objective, purpose and intended out come of policy Under this proposal, the current grant of £74,516 provided to the Antonine by the Council would either be fully removed or reduced in 2025/26 or on a phased basis over a number of years. The current Council grant pr ovides approximately 17% of the organisations income. The Council provides grant support to a number of strategic partner organisations in West Dunbartonshire. The Antonine Sports Centre is an independent charity which has offered access to sports and community facilities in Duntocher for over 30 years. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Current service users and staff. Members of the public especially those who live in the surrounding areas including Faifley who might want to use facilities in future. Antonine Sports Centre (ASC) is the closet such facility for people living in Duntocher and Faifley Page 261
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Who will be/has been involved in the consultation process? Antonine Sports Centre (ASC) have been notified about potential impact. Page 262
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The Council has an equality outcome in relation to increasing involvement of younger people in Community Empowerment The Equality Act requires that services do not discriminate. The organization has stated focus on: Older people and Children and Young people Dependent on effect of any reductions and profile of service users. Expected to be a negative impact. Disability The Equality Act requires that services are accessible to disabled people. The Council has an equality outcome in relation to increasing involvement of disabled people in Community Empowerment The organization has a stated focus on: Disabled people. Disabled people are more likely to be income deprived than non-disabled people. Dependent on effect of any reductions and profile of service users. Expected to be a negative impact. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race The Council has an equality outcome in relation to increasing involvement of BME people in Community Empowerment The Equality Act requires that services do not discriminate. Most BME groups are more likely than most white groups to be income deprived. Overall BME groups are less likely to have access to a car Dependent on effect of any reductions and profile of service users. Religion and Belief Sex The Equality Act requires that services do not discriminate. Women are more likely to be income deprived than men. Women are less likely to access to a car than men. Dependent on effect of any reductions and profile of service users. Sexual Orientation Human Rights Health Health and wellbeing is a focus area of our 22-27 Strategic Plan The organization has stated focus on: People with health problems Potential negative impacts if services provision was reduced or costs increased for users Page 263
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Social & Economic Impact The Council must have regard to the Fairer Scotland Duty Overall Duntocher has lower than average child poverty and early mortality, but there are SIMD some more deprived areas immediately to the North west and further to the east of the ASC Failey which suffer from significant deprivation is close by. Negative impacts if workforce was reduced Potential negative impact on more deprived communities if they currently use the Centre and services are reduced or costs increased Cross Cutting The Council's Community empowerment strategy encourages Communities to get involved in their local areas, and links with our Equality Outocmes for 21- 25 It is important that the Council takes into account how combine to affect different groups and individuals Evidence suggests that BME, Disabled people, women and younger people have been particularly affected by COVID and Cost of Living impacts. Dependent on effect of any reductions and profile of service users. Expected to be a negative impact. Page 264
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. The Council has a substantial budget deficit and is seeking and assessing options that will contribute to reducing the gap. Assessment of grant support to external service providers is a necessary part of that process. WDC currently provide additional support in concessionary rental for Antonine Sports Centre and Glenhead Community Centre. Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1230 details potential impacts of funding reductions, currently Council funding makes up approximately 17% of the ASC's income; Impacts are dependent on effect of any reductions and profile of service users, but these may be negative for older and younger people and disabled people and possibility women. Additional funding / support includes; Benefit from concessionary rental leases at two properties. Antonine Sports Centre concessionary rental of £5 per annum. Market rate would be £80,000 Glenhead Community Centre concessionary rental of £1 per annum. Market rate would be £24,000. Page 265
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EI Assessment No 1231 Owner mlynn2 Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Shopmobility The aim, objective, purpose and intended out come of policy The Council provides grant support to a number of strategic partner organisations in West Dunbartonshire. Shopmobility delivers a mobility scooter, manual and powered wheelchair service to residents from its base in Clydebank Shopping Centre. Under this proposal, the current grant of £47,760 provided to Shopmobility by the Council would either be fully removed or reduced in 2025/26 or on a phased basis over a number of years Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. We would work with the group and provide them with practical support, engage with CVS, and look at any other available funding streams. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The staff members, other council service areas and the service users/communities that the team support. Who will be/has been involved in the consultation process? Elected member, senior officers and the Communities management team. Page 266
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Council Equality Outcome on increasing participation of younger people. Participation amongst younger age groups, 16- 34 is significantly lower than other age groups in WD. Work has been underway to find different channels of engagement with young people and organisations related to them. For example recent conversations with young people on the Council's budget priorities. Some groups affected are extensively used by older people. Evidence suggest that older people are more at risk than some other age groups of social isolation. Older people are more likely to be disabled. This may have a potentially negative impact on the support that groups can provide for young and older people. Disability Council Equality Outcome increasing participation of disabled people. Some groups affected are disabled people and those living in a household with a disabled person are more likely to be less able to participate fully in community life. This may have a potentially negative impact on this group. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Council Equality Outcome on increasing participation of BME groups. BME groups are more likely to have barriers to participate fully in community life. This may have a potentially negative impact on this group Religion and Belief Sex Sexual Orientation Human Rights UNCRC considerations in terms of 'participation' and young people. Cross cuts with 'Age'. See information on other engagement work with younger people and organisations related to them. This may have a potentially negative impact on this group Page 267
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Health Social & Economic Impact The Council must have due regard to the Fairer Scotland Duty, in terms of Social Economic impacts, and the Statutory Guidance Organisations affected by the proposals may currently employs staff members and volunteers. This may have a potentially negative impact on this group Cross Cutting It is important that the council takes account of how factors interact to affect people and groups affected by this saving. Evidence suggests that BME, Disabled people, women and younger people have been particularly affected by the proposals. Factors such as sex, disability and age may interact in this circumstance to multiple effects of any service reductions. Page 268
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. The Council is required to have a balanced budget. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration. Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1231 details potential impacts: Reduction of funding may negatively affect services users of Clyde Shopmobility, more likely to be older and disabled and staff and volunteers of the organisation. There may also be a negative economic effect in terms of money spent in Clydebank area in particular and in West Dunbartonshire more generally. There could also be negative effects in terms of reduced capacity to provide services that counter social isolation. Completely stopping funding is likely to produce more negative effects than partially reducing funding. Page 269
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Assessment No 1232 Owner mlynn2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Clydebank Asbestos Group The aim, objective, purpose and intended out come of policy The Council provides £21,560 of funding to Clydebank Asbestos Group to support people affected by an asbestos-related disease and their families. The proposal is to reduce or fully remove funding in 2025/26 or on a phased basis over a number of years. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Service users of Clydebank Asbestos Group Who will be/has been involved in the consultation process? Clydebank Asbestos Group have been notified of the potential reduction in funding subject to Council approval. Page 270
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Relevant as funding is provided across a wide range of community groups and age ranges. Funding is provided to for people with asbestos related diseases. Reduction in funding will negatively affect the amount that the group can provide. Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Clydebank Asbestos Group support people affected by an asbestos-related disease and their families. The service acts to provide funding to Clydebank Asbestos Group (£21,560). Reduction in funding will negatively affect the amount that Clydebank Asbestos Group have to support people affected by an asbestos-related disease and their families. Social & Economic Impact Cross Cutting It is important that the Council considers how impacts may interact. People who are members of more than one disadvantaged group are more likely to be impacted. Negative affects may be cumulative. Page 271
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1232 details potential impacts which, summarised is that a reduction in funding may negatively affect community groups that support a wide range of users with either health or disability issues. Reduced funding to voluntary groups could have an impact on the groups and the services they provide to the community. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration whilst setting out the implications of taking the option. Non statutory funding is still covered by the duty to impact assess relevant proposals under the Public Sector Equality Duty in Scotland. Page 272
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Assessment No 1242 Owner kconnelly2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin Chief Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01: Review of External Funding - Womans Aid The aim, objective, purpose and intended out come of policy The removal of funding of £250,000 to Woman's Aid (Clydebank and Dumbarton) or a reduction phased over two/three years. This funding supports running costs related to the provision of support and information to women, children and young people experiencing domestic abuse. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Key partners within West Dunbartonshire Council, HSCP and Police Scotland, public, private and third sectors that deliver services to women, children and young people with lived experience of gender based violence and those accessing/using these services Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Citizens who seek support from Woman's Aid. Who will be/has been involved in the consultation process? Woman's Aid (Clydebank and Dumbarton) have been notified of the potential reduction in funding subject to Council approval. Page 273
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Younger women experiencing domestic abuse, force marraive, or coercive control require specialist interventions, while older women may face long-term abuse with fewer options for support. Woman's Aid supports women of all ages, with tailored services for young people and older survivors. Many younger women face financial dependence and social isolation, making it harder to escape abuse. A medium negative impact, as younger and older women may struggle to access appropriate support elsewhere, increasing their risk of remaining in abusive situations. Disability • Needs: Disabled women are at greater risk of domestic abuse and often face additional barriers to accessing support, such as physical accessibility, communication needs, and reliance on carers who may also be perpetrators. Women with disabilities experience domestic abuse at higher rates than non-disabled women. Woman's Aid provides trauma-informed support and accessible services to meet their needs. A high negative impact, as disabled women may lose vital, accessible support, potentially leading to increased vulnerability, social isolation, and worsening mental health. Gender Reassign Trans women may experience unique challenges when seeking domestic abuse support, including discrimination, lack of inclusive services, and safety concerns. Research suggests that trans women experience high levels of domestic abuse but face significant barriers to accessing services. Woman's Aid provides an inclusive and supportive environment. A medium negative impact, as the removal of funding may limit access to safe and supportive services for trans women experiencing abuse. Marriage & Civil Partnership Women in abusive marriages or partnerships require legal and emotional support to leave safely, especially when children are involved. Woman's Aid offers advocacy and legal support to women leaving abusive relationships, including assistance with housing, child custody, and financial independence. A low negative impact, though some women may struggle to access legal aid and advocacy without these services. Pregnancy & Maternity Pregnant women experiencing domestic abuse are at high risk of harm, including increased physical violence and stress-related pregnancy complications. Domestic abuse often begins or escalates during pregnancy. Woman's Aid provides specialised support to ensure the safety and well-being of pregnant women and new mothers. A high negative impact, as cuts to funding could leave pregnant women without crucial support, increasing risks to maternal and infant health. Race BAME (Black, Asian, and Minority Ethnic) women may face language barriers, immigration concerns, and cultural stigmas that make it harder to report abuse or seek support. Research indicates that BAME women are less likely to seek support due to fear of discrimination or lack of culturally appropriate services. Woman's Aid provides confidential, culturally sensitive support. A medium negative impact, as a funding cut may reduce access to specialist services for BAME women, increasing isolation and risk of harm. Religion and Belief Some women require faith- sensitive support to ensure their religious and cultural Woman's Aid supports women from diverse religious backgrounds, offering a non- A low negative impact, as other generic services may not offer Page 274
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beliefs are respected while accessing services. judgmental environment that accommodates their needs. the same level of religious and cultural sensitivity. Sex Woman's Aid primarily supports women experiencing gender-based violence, offering crisis intervention, advocacy, and safe accommodation. The service is vital for those fleeing abusive relationships and seeking safety. Domestic abuse in West Dunbartonshire is significantly higher than the national average, with women being disproportionately affected. Women’s Aid Clydebank and Dumbarton provides refuge accommodation and specialist support to hundreds of women and children annually. A high negative impact, as reducing or removing funding could leave women without safe housing, emotional support, and legal advocacy, increasing risks of harm, homelessness, and mental health issues. Sexual Orientation LGBTQ+ women facing domestic abuse may struggle to access inclusive services or fear discrimination from mainstream providers. LGBTQ+ women are at risk of domestic abuse at similar rates to heterosexual women, but they often face additional barriers in seeking help. Woman's Aid offers an inclusive and safe space. A medium negative impact, as fewer specialist services for LGBTQ+ survivors could reduce access to appropriate support. Human Rights UNHRC: Convention on the Elimination of All Forms of Discrimination against Women adopted general recommendation 19, which defines gender-based violence to be violence that is directed against a woman because she is a woman or that affects women disproportionately and declares it to be "a form of discrimination against women that seriously inhibits women’s ability to enjoy rights and freedoms on a basis of equality with men. Gender-based violence (GBV) is a serious violation of human rights and a life-threatening health and protection issue. Scotland’s National Action Plan for Human Rights explicitly recognises that taking action to address violence against women and girls is needed to ensure we realise the human rights of everyone in Scotland. A high negative impact as women may struggle to access legal procession and increasing risks of continued abuse. Health Women experiencing domestic abuse require mental health support to recover from trauma. Survivors may require immediate medical assistance for physical injuries. Domestic abuse survivors often experience PTSD, anxiety and depression. Woman's aid provides trauma- informed support. A high negative impact as reduced support could lead to worsening mental health increased -self harm and suicide risk. Social & Economic Impact Support to help survivors gain financial independence. Domestic abuse has significant economic costs, including healthcare, social work, and justice services expenses. Woman's aid services help reduce reliance on benefits. Woman's aid provides financial advice, benefits, guidance, and employability. Studies show that domestic abuse costs the UK economy billions annually due to healthcare, policing, and lost productivity. A high negative impact as women may remain financial trapped in abusive relationships. Cross Cutting Increased pressure on other local services, including social work, NHS, and homeless services. Woman's Aid reduces demand on crisis services by offering early intervention and prevention. A high negative impact as other local services become overwhelmed, increasing waiting times Page 275
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and reducing overall effectiveness. Page 276
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Reduced funding to voluntary groups could have an impact on the groups and the services they provide to the community. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration whilst setting out the implications of taking the option. Will the impact of the policy be monitored and reported on an ongoing bases? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1242 - details potential impacts which, summarised is that a reduction in funding may negatively affect community groups that support a wide range of users with either health or disability issues. Reduced funding to voluntary groups could have an impact on the groups and the services they provide to the community. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration whilst setting out the implications of taking the option. Non statutory funding is still covered by the duty to impact assess relevant proposals under the Public Sector Equality Duty in Scotland. Page 277
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Assessment No 1236 Owner mlynn2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Lomond & Clyde Care and Repair The aim, objective, purpose and intended out come of policy A reduction in funding or fully removal of £41,000 funding in 2025/26 or on a phased basis over a number of years to Lomond and Clyde Care and Repair who provide support to private homeowners to help them apply for grant funding via the Council for medical adaptations or essential repairs. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Community Groups who apply to West Dunbartonshire Community & Volunteering Services for grant funding. Who will be/has been involved in the consultation process? WDCVS have been notified of the potential reduction in funding subject to Council approval. Page 278
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Elderly, adult and young WD residents who my need support from this service area. Knowledge of past applications for grant support from both age groups. Negative impact. Reduced provision may affect users in this group. Disability The majority of applications come from those with a medical disability. Knowledge of past applications the large majority are for medical adaptations Negative impact. Reduced provision may affect users in this group. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Those needing this support have underlying health circumstances mostly related to mobility. Knowledge of past applications. Negative impact. Reduced provision may affect users in this group. Social & Economic Impact Social needs in relation to providing adapted facilities to support health and wellbeing Knowledge of past applications. Applications are subject to means testing to meet low income eligibility. Negative impact. Reduced provision may affect users in this group. Cross Cutting Page 279
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Council has budget targets to meet and funding will still be provided to support these equality groups. This savings option focuses on the funding provided to Lomond and Clyde Care & Repair to support these groups with their grant applications. Will the impact of the policy be monitored and reported on an ongoing bases? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1236: This savings option focuses on the funding provided to Lomond and Clyde Care &Repair to support these groups with their grant applications. Potential negative impacts for disabled. Additional funding/support currently includes £164,210 of HSCP funding to provide repairs service and keypads for carer entry to HSCP clients. Page 280
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Assessment No 1238 Owner kconnelly2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Michelle Lynn Assets Manager Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01: Review of External Funding - CAB The aim, objective, purpose and intended out come of policy The aim is to assess the impact on services by contributing to reduction of Council budget deficit by reducing service either by fully removing or reduce funding for WD Citizens Advice Bureau which receives £221,583 each year from West Dunbartonshire Council to deliver services that complement existing services provided by West Dunbartonshire Council. Consideration will be given to either fully remove or reduce this funding in 2025/26 or on a phased basis over a number of years. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and elected members have been involved in the development of the assessment. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? West Dunbartonshire CAB delivers a proactive, accessible, independent, customer-focused advice service for residents of West Dunbartonshire. This includes the provision of Welfare Rights, Money Advice and Debt Advice and support for the submission of benefits applications and appeals, where appropriate. The service provided is not restricted to those elements in and may also include assistance to clients in other areas of expertise where there is a benefit to them. This includes, for example, employment, housing or consumer rights, whilst taking into account the need to minimise duplication in advice provision in West Dunbartonshire. The service is open to anyone seeking support and is provided locally, in communities and within locations that effectively meet the needs of residents in West Dunbartonshire. West Dunbartonshire CAB adopts a flexible and collaborative service which includes out-of-hours, home visits and outreach provision as appropriate. Page 281
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Who will be/has been involved in the consultation process? Senior staff and Elected Members at West Dunbartonshire Council have been involved in the consultation process. Page 282
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Our child poverty report notes disabled people as a priority group. Disabled people and those living in a household with a disabled person are more likely to be income deprived. Reduced provision may affect efforts to reduce poverty for this group. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Our child poverty report notes people from BME groups as a priority group. People from BME groups more likely to me more income deprived. Reduced provision may affect efforts to reduce poverty for this group. Religion and Belief Sex Our child poverty report notes women/lone parents groups as a priority group. Women are more likely to be income deprived than men. 90% of single parents are female. Reduced provision may affect efforts to reduce poverty for this group. Sexual Orientation Human Rights Human Rights Act; For example Article 8 family life. United Nations Convention on the Rights of the Child (Best practice). The work of WD CAB supports elements of human rights e.g. Article 8. Advice is provided to families with children and young people. Reduced provision may negatively affect the fulfilment of rights. Health Social & Economic Impact Reducing child poverty is a focus for the council. Groups noted above may be especially vulnerable, as well as other with low incomes. Reduced provision may result in reduced ability to tackle economic and financial inequality. Cross Cutting WDCAB users from disadvantaged backgrounds who are most likely to be affected by inequality, poverty and disadvantage which is driven by structural or institutional factors. These factors include lack of information about: • Income from social security and benefits in kind, influenced by: o design and generosity of welfare benefits; The key drivers of poverty identified in the legislation include income levels and the cost of living. Income is determined, to an extent, by levels of economic activity and employment. While there are many sources of labour market information, examples provided by NOMIS (Office for National Statistics Labour Market Profile - Nomis - Official Census and Labour Market Statistics The options focus on a reduction in the level of grant provided by the Council. This will have a negative impact on the services and impact of those services to residents of West Dunbartonshire. Note: WDCAB receives funding from other sources as such, WDCAB is not totally reliant on the Council for Page 283
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o benefit sanctions and recovery of advance payments; o hardship payments and third-party debts; o barriers to accessing financial support (including child maintenance). • Costs of living, including housing, food and fuel costs, the poverty premium, the costs of the school day, and the extra, unavoidable costs of disability. • People are unaware of their employment rights WDCAB provide support because: • People don’t always claim the benefits they are entitled to; • The benefits system is difficult to understand; • Navigating the process without assistance can lead to errors; • Appeals without help can lead to wrong decisions; • Understanding welfare reform is difficult. (nomisweb.co.uk)) will illustrate West Dunbartonshire’s comparative labour market profile to suggest the need for targeted employability support. Benefits: The number of people in receipt of out of work benefits is a contributory factor to the level of child poverty. In West Dunbartonshire 4.5% of the population in the 16-64 years group is in receipt of out of work benefits. This is higher than the average in Scotland (3.2%) and Great Britain (3.8%) and represents 2,525 people. 18.4% of households in West Dunbartonshire are in receipt of the main benefits. This compares unfavourably with the figure for Scotland (13%) and Great Britain (11%). In effect, comparatively more people in West Dunbartonshire rely on benefits for their income. Maximising their entitlement will feature strongly in our approach to maximising income. funding. WDCAB has a number of key performance indicators reflecting the activities that are delivered through the use of the funds provided by the Council. The activities are directed towards the most economically disadvantaged people in West Dunbartonshire. These indictors will be reduced in proportion to reduction of funds. These indicators include: • Number of people receiving support ( • Value of income generated • Total value of reduced liability to debt • Number establishing a debt strategy • Number advised with housing issues • Number provided with consumer rights issues • Number provided with employment rights issues issues • Number supported with advice on energy issues All options will lead to a proportionate reduction in the number of people from disadvantaged communities and families receiving support. Page 284
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. The Council has a substantial budget deficit and is seeking and assessing options that will contribute to reducing the gap. Assessment of grant support to external service providers is a necessary part of that process. Will the impact of the policy be monitored and reported on an ongoing bases? Working4U maintains a set of performance indicators for all funded projects that are reported to the Council and COSLA (Improvement Service). The statistics will reflect changing funding levels. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1238: The equality impact assessment provides an overview of the differing negative impacts of either fully removing or reducing funding. Page 285
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Assessment No 1233 Owner mlynn2 Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin - Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES01 - Review of External Funding - Community Wellbeing Fund The aim, objective, purpose and intended out come of policy A reduction in or removal of funding in 2025/26 or on a phased basis over a number of years in the Community Wellbeing Fund which is a recurring budget of £20k to support community groups with up to £2,000 for hall and facility hire. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Senior Council staff and the Budget Working Group have been consulted on the development of the option. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Community Groups who apply to West Dunbartonshire Community & Volunteering Services for grant funding. Who will be/has been involved in the consultation process? Chief Officers and budget working group. Page 286
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Relevant as funding is provided across a wide range of community groups and age ranges. Funding is provided to cover hall and facility cover. Reduction in funding will negatively affect the amount of Community groups who apply for this type of financial support. These groups are wide ranging and the funding also helps support hall and facility hire. Disability Relevant as funding is provided across a wide range of community groups who support a wide range of groups requiring support potentially including disability groups. The service may provide support to community groups with a specific focus on disabilities through the funding levels provided. Reduction in funding will negatively affect the amount of Community groups who apply for financial support. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting It is important that the Council considers how impacts may interact. People who are members of more than one disadvantaged group are more likely to be impacted. Negative effects may be cumulative. Page 287
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Actions Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is your recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1233 details potential impacts which, summarised is that a reduction in funding may negatively affect community groups that support a wide range of users with either health or disability issues. Reduced funding to community groups could have an impact on the groups and the services they provide to the community. Provision of this funding is not a statutory requirement and therefore it has to be put forward as a saving option for member consideration whilst setting out the implications of taking the option. Non statutory funding is still covered by the duty to impact assess relevant proposals under the Public Sector Equality Duty in Scotland. Page 288
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Assessment No 1173 Owner Arun Menon Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Ryan Chalmers, Section Head – Revenues and Benefits (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES05 Review Council Tax and Benefits Service The aim, objective, purpose and intended outcome of policy This option will see an equivalent of 0.5 FTE reduction within the service area. This equates to a cumulative £14,000 reduction. There are currently no vacancies in the CT team so any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Whilst no work has started on this but should option be taken, service would have to review positions within team. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Reduction in team may result in an increased backlog and delays in resident’s discounts and/or exemptions being applied and in registration of new taxpayer accounts. Who will be/has been involved in the consultation process? Chief Officers, Strategic HR Page 289
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability Social & Economic Impact Sex We need to consider any differential impact for example because of composition of the affected workforce in terms of sex. Due to workforce composition, changes are likely to affect women more than men. Women in Scotland are more likely to be income deprived than men. In practice this means that the staff in print room will need to be redeployed, failing which face compulsory redundancy. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1173: Upon developing an options appraisal, the annualised cost of outsourcing delivers a saving of between 25% to 35% subject to all associated costs including staffing being removed. Due to workforce composition, changes are likely to negatively affect women more than men. Any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Page 290
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Assessment No 1172 Owner Arun Menon Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Ryan Chalmers, Section Head – Revenues and Benefits (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES06 Reduce Corporate Debt Team The aim, objective, purpose and intended outcome of policy This option, amended to reduce service by 25%, will see an equivalent of 3 FTE reduction within the service area. In financial teams this equates to a cumulative £67,000 reduction by Year 2 (2026/27). At the time of preparation (Dec’24) there is only 1 FTE vacant post in CD. Therefore, any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Whilst no work has started on this, but should option be taken, service would have to review positions within team. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? The council as a whole will be impacted. The CD section is responsible for rent, council tax, sundry and non-domestic rates debt collections which are key income streams for the Council and completing court actions for recoveries of these debts. It is difficult to fully cost the reduction on the debt service due to the preventative work being carried out and also the payments received following work by the service are received using different internal and external payment systems which are posted direct into the relevant systems; therefore it is not possible to fully calculate the income collected by the service. However, there are some areas of collection that can be provided that relate solely to work completed by the section in requesting deductions towards debts. Who will be/has been involved in the consultation process? PMRG have been made aware of the impact should the savings be approved Page 291
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability Social & Economic Impact Sex We need to consider any differential impact for example because of composition of the affected workforce in terms of sex. Due to workforce composition, changes are likely to affect women more than men. Women in Scotland are more likely to be income deprived than men. In practice this means that some staff will stop working extra hours currently in place, meaning some reduction in income above their contractual amounts. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1172: This saving will help the Council balance the budget and to find more efficient ways of working. Due to workforce composition, changes are likely to affect women more than men. Therefore, any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Page 292
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Assessment No 1205 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Michelle Lynn Asset Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES 08 Reduce Caretakers The aim, objective, purpose and intended outcome of policy There are currently three caretakers covering Lomond Trade Centre, Leven Valley Enterprise Centre, Artizan Centre and Clyde Street Business Centre, Clydebank. The team provides a caretaking provision at each location which includes caretaking and general janitorial duties, fire alarm testing, cleaning duties at three of the four locations (none at the Artizan) and reporting any arising maintenance issues. The full-time caretaker covers Leven Valley Enterprise Centre and Artizan Shopping Centre, splitting his day between the locations and working between both as required over a 37 hour week. During holiday periods and sickness absence an external contractor provides cleaning/cover on an hourly basis. This is charged at £24.50 plus VAT per hour. Various delivery models were looked at to achieve a saving. Potentially it could be one FTE or it could be 3 workers splitting the 37 hours. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDC Staff Members/Chief Officers Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Page 293
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Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? All Council services, Elected Members and partner organisations including the Scottish Government. Who will be/has been involved in the consultation process? Michelle Lynn, Assets Manager- conducted this high level efficiency option ; Laurence Slavin, Chief Officer - Resources - interrogated this high level efficiency option; Performance and Monitoring Review Group, West Dunbartonshire Council - where informed of this high level efficiency option; Martin Rooney, Leader of the Council - was informed of this high level efficiency option; and David McBride, Deputy Leader of the Council - was informed of this high level efficiency option. If this high level efficiency option is to be taken forward to the next stage; staff, Trade Unions and Elected Members will be consulted. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Gender make-up of the employee group needs to be taken into account. All of the relevant employee group are male. Potential displacement would affect male staff because of gender make-up of the employee group. Page 294
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Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Important to consider any cross-cutting factors These can be removed from the establishment without material impact on service delivery or other staff's workload. Neutral in all respects Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation EIA 1205; This is an efficiency proposal. Potential displacement would affect a male member of staff because of gender make-up of the employee group, depending on how the saving might be achieved. Page 295
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Assessment No 1221 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer-Resources Members Adrian Gray - Finance Business Partner (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES12 Review Elderly Welfare Grant The aim, objective, purpose and intended outcome of policy Remove the historic £15 per resident payment made annually through the elderly grant fund to registered groups and individuals. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Finance team within WDC & ASU Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Anyone currently receiving the payment from the Elderly Welfare Grant Fund. Who will be/has been involved in the consultation process? This is part of the range of savings proposals being considered to bridge the challenging financial gap the council faces over the next three years. Once approved by Council, it will be communicated to all residents. Page 296
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age No requirement to provide this funding. The Council budget needs to have regards to Best Value Considerations on how money is spent and its impact. The policy only provides £15 per annum for each resident over the specified age. This is tiny proportion of this group’s yearly income. Older age groups are less likely to be in relative poverty than people under 30. Positive - the removal of the grant would remove current inequality for those under the specified age. It is acknowledged that those under the specified age may or may not be just as vulnerable at those over the specified age but are not eligible for the payment. Negative - Loss of £15 per eligible resident if the option to remove is pursued. Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact We need to have regards to the Fairer Scotland Duty. £15 is only a very small proportion of the annual income for those over the Neutral. Page 297
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specified age and would have a negligible effect. Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Council has a statutory duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? Yes. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1221: The removal of the grant would remove a current inequality where those under the specified age may or may not be just as vulnerable as those over that age but are not eligible for the payment. Older people are less likely to be in relative poverty than people under 30. It is noted that £15 is only a very small proportion of the annual income for those over the specified age and would have a negligible effect. Page 298
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Assessment No 1174 Owner Arun Menon Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon, Business Support Manager Ryan Chalmers, Section Head – Revenues and Benefits (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES14 Reduce Housing Benefit and Council Tax Team The aim, objective, purpose and intended outcome of policy This option, amended to reduce service by 10%, will see an equivalent of 0.5 FTE reduction within the service area. In financial teams this equates to a cumulative £16,000 reduction. There are currently no vacancies in the HB teams so any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Whilst no work has started on this, but should option be taken, service would have to review positions within team. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Business Support Management Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? The residents of West Dunbartonshire who depend on Housing Benefits (HB) and Council Tax Reductions (CTR) are likely to be affected. Reducing the staffing with the HB and CTR team by 10% would have a significant impact on the welfare supports being delivered to residents resulting in potential hardship and reductions in rent and council tax collection. Estimated to increase average processing times for new claims from 12 days to 18 days and an increase from 4 days to 6 days for changes of circumstances. Who will be/has been involved in the consultation process? PMRG have been made aware of the impact should the savings be approved Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Page 299
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Specific group to consider Needs Evidence Impact Age Cross Cutting Disability Social & Economic Impact Sex We need to consider any differential impact for example because of composition of the affected workforce in terms of sex. Due to workforce composition, changes are likely to affect women more than men. Women in Scotland are more likely to be income deprived than men. In practice this means that some staff will stop working extra hours currently in place, meaning some reduction in income above their contractual amounts. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1174: The Council has a duty to balance the budget and find more efficient ways of working. Due to workforce composition, changes are likely to negatively affect women more than men. Any reductions in establishment would trigger a potential compulsory redundancy situation if SWITCH process was not successful. Page 300
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Assessment No 1202 Owner mlynn2 Resource Regeneration, Environment and Growth Service Budget SD and P FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Laurence Slavin, Chief Officer Resources (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RES16 Reduce Community Council Funding The aim, objective, purpose and intended out come of policy Summary of Savings Proposal The Council’s general fund provides £14,000 of funding to Community Councils as a flat rate £750 administration grant plus a per capita allowance. The Council is required by statute to support community councils. In the past the Council has reduced officer support provided to them and part of the justification was the provision of the grant to pay for admin support/necessary ICT etc. If the grant is fully removed it will increase pressure for greater officer support which is likely to cost more. Furthermore funding for Community Councils cannot be fully removed without a special meeting of the Council to consider the matter and a two thirds majority vote. However the grant can be reduced. There are four options to consider either fully remove or reduce funding by 25%, 50% or 75%. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Relevant Chief Officers and elected members Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Community Councils Who will be/has been involved in the consultation process? Page 301
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Elected member, senior officers and the Communities team. Page 302
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Council Equality Outcome increasing participation of younger people. Participation amongst younger age groups, 16- 34 is significantly lower than other age groups in WD. Work has been underway to find different channels of engagement with young people and organisations related to them. For example recent conversations with young people on the Council's budget priorities. This may have a potentially negative impact on the support/ facility of Community councils to provide and encourage participation of young people in local democracy Disability Council Equality Outcome increasing participation of disabled people. Disabled people and those living in a household with a disabled person are more likely to be less able to participate fully in community life. This may have a potentially negative impact on the support that Community Councils can provide for participation of disabled people. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Council Equality Outcome on increasing participation of BME groups. BME groups are more likely to have barriers to participate fully in community life. This may have a potentially negative impact on the support that Community Councils can provide for participation of BME groups. Other avenues for participation do exist for example through West Dunbartonshire Equality Forum. Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Page 303
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Cross Cutting West Dunbartonshire benefits from a wealth of community organisations delivering valuable services to support people in our most disadvantaged communities. These groups rely on the voluntary commitment of local people aiming to make a difference in their communities. Community Councils are subject to the Public Sector Equality Duty. Empowering communities and increasing local democracy is a preventative approach to increase individual and community resilience that in turn reduces the burden on public services. By supporting community organisations to expand their offer to those most in need across the authority supports the ambitions set out in the Local Outcome Improvement Plan and Strategic Plan of addressing inequalities. Many community groups operate in areas suffering from multiple deprivation and represent many different equality groups. Community groups provide important benefits that include opportunities for people to meet, socialise, improve their confidence, their health and tackle social isolation. Removal of the Community Council funding will possibly reduce groups or events that can be supported. This in turn will impact the individuals and communities the group supports. It will have an impact on the methods of engagement used by the Council. Other engagement opportunities are available in West Dunbartonshire which may mitigate the loss of funding. Page 304
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Actions Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council needs to have an overall balanced budget. The Council will continue to support groups that are impacted by the removal of this funding. The Council provides a range of engagement, participation and networking opportunities that groups can take part in including the West Dunbartonshire Equality Forum. Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1202: Some potential negative in terms of impacts participation and voice for more deprived communities and certain equality groups, younger people, disabled people, BME groups by removing a funding resource. This could be mitigated by other support mechanisms. The Council will still be able to sign post groups to other potential sources of funding for example information via WDCVS. Other networking and opportunities will continue to exist for example West Dunbartonshire Equality forum, and evident such as Job Fairs and the recent anti poverty event which engaged a range of groups. The Council will continue to have a focus on engaging with under represented groups including younger people and people from BME groups in line with our Equality Outcomes. Page 305
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Assessment No 1204 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Michelle Lynn Asset Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES 19 Reduce Asset Management Team The aim, objective, purpose and intended outcome of policy Asset Management provide strategic and operational management of the Council’s operational portfolio including full asset life cycle management for 146 properties. This saving would reduce the team from 13 FTE to 11.7FTE and generate £55,200 Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDC Staff Members/Chief Officers Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? All Council services, Elected Members and partner organisations including the Scottish Government. Who will be/has been involved in the consultation process? Michelle Lynn, Assets Manager- conducted this high level efficiency option ; Laurence Slavin, Chief Officer - Resources - interrogated this high level efficiency option; Performance and Monitoring Review Group, West Dunbartonshire Council - where informed of this high level efficiency option; Page 306
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Martin Rooney, Leader of the Council - was informed of this high level efficiency option; and David McBride, Deputy Leader of the Council - was informed of this high level efficiency option. If this high level efficiency option is to be taken forward to the next stage; staff, Trade Unions and Elected Members will be consulted. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Need to consider gender balance of affected group. 70% male 30% female The intention is to achieve reduction through natural wastage. May affect men more than women if there are any staff displaced. Sexual Orientation Human Rights Health Social & Economic Impact Page 307
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Cross Cutting Important to consider any cross cutting factors. These can be removed from the establishment without material impact on service delivery or other staff's workload. Neutral in all respects Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation EIA 1204: The intention is to achieve reduction through natural wastage however may affect men more than women if there are any staff displaced. Page 308
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Assessment No 1185 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane chief Officer - Roads & Neighbourhood Members Grounds Service (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title R&N02 Remove Public Toilets Provision The aim, objective, purpose and intended outcome of policy This saving option proposes to close the four automated toilets located throughout the authority. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds service Legal Service Procurement Service Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Residents, businesses, visitors to area that utilise the automated toilet facilities. Homeless people are more likely to be reliant on public toilets. Page 309
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There were 31,000 uses of the 4 toilets in the last year. Who will be/has been involved in the consultation process? Grounds Manager Procurement Manager Economic Development Manager Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to examine potential differential impacts in terms of age different age groups Older people are more likely to have impairments than younger people Older individuals and parents with young children may face difficulties accessing alternative facilities. Children themselves may have difficult Potentially negative for older groups Negative for children Disability We need to have due regard to the Public Sector Equality Duty, and we need to ensure that such services as the Council provides are accessible to disabled people. UN Convention on the Rights of Persons with Disabilities (https://tinyurl.com/3fkr6xty) Enabling disabled people to live independently in the community is relevant here. Disabled people may find it more challenging to access alternative facilities in practice. Residents or visitors who have longstanding illness or disability and who have significant difficulty with day to day activities will wish access to toilet facilities and to be made aware where those are sited. These conditions often include problems with mobility or stamina and require access to adapted toilets. Conditions such as Potentially negative for some disabled people Page 310
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irritable bowel syndrome, ulcerative colitis, and Crohn’s disease cause many people to reduce their outdoor activities and stay at home because of concerns about toilet facilities. Gender Reassign Cross cuts with sex. By their nature automated toilets are gender neutral. Potentially negative for some trans people. Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex We need to look at differential impacts. Women typically require public toilets more frequently and urgently than men due to factors such as menstruation, pregnancy and menopause. At any one time, about a quarter of all women of childbearing age will be menstruating and require access to toilets. Lack of public toilets disproportionately affects women in care-giving roles, whether that is children, elderly parents or people with disabilities. Women may feel uncomfortable about entering certain premises alone. Several research studies have identified that Potentially more negative for women. Page 311
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females use toilets more frequently than males owing to particular physical needs,(Stanwell- Smith et al, 2010; Greed, 2016; Camenga et al, 2019; Heller, 2019). Camenga et al (2019) identified that women spend a longer duration of time in toilets. Sexual Orientation Human Rights United Nations Convention on the Rights of the Child (UNCRC) in terms of provision for Children and young people. Human Rights Act, Article 8 should be taken into account as 'Family life' is broadly interpreted. Cross cuts with age and sex and disability. Potentially more negative for children and young people and disabled people and women. Health When consider health impacts we need to ensure that we think about possible cross cutting elements. Cross cuts with disability and other areas. Potentially negative in terms of health. Social & Economic Impact Fairer Scotland Duty (FSD) Consumer Duty (CD) FSD and CD effectively cross cuts in terms of small businesses. There may be some effect on local business in terms of increased costs though this is difficult to quantify, and there may be increased footfall in business. Cross Cutting It is important to consider how elements may interact and cumulative impacts over time and geographical areas and protected groups/assessment areas. The factors above interact. "Customer-use-only" signs can act as a barrier in private premises. Homeless people are likely to be more reliant on public toilets. Potential impacts will be multiplied for groups and individuals who share are in multiple positions of disadvantage or need. Page 312
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Women, care givers and other may plan journeys to take into account availability of toilets. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council is required to reach a balanced budget and although the automated toilets are used by residents and visitors there are alternative toilet facilities within our town centres that can be utilised. This may require the council to implement a visitor scheme with local businesses. Will the impact of the policy be monitored and reported on an ongoing basis? Feedback will be monitored from town centre users Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1185: The council is required to reach a balanced budget and although toilets are utilised there is a significant cost to lese the units and the contract concludes in May 2026. There may be negative consequences for women, disabled people and older people as well as children and young people if demand cannot be meet, in terms of health and ability to get out and about without concerns about being able access toilets. There are alternative toilet facilities within town centres and the council will investigate partnership schemes with local businesses in mitigation. Page 313
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Assessment No 1187 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads Manager Road Safety Coordinator (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN17 Reduce School Crossing Patrollers The aim, objective, purpose and intended outcome of policy School Crossing Patrols reduce or cease Option 1 – Prioritised Locations 17 crossing patrollers would be retained with 13 crossing patrollers removed. Sites for crossing patrollers would be prioritised based on location and traffic conditions. Total reduction of 3.0FTE. Option 2 – No Crossing Patrollers The Council would not provide crossing patrollers but would continue to work with parents and pupils to promote road safety. Total reduction 7.1FTE. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. National Benchmarking carried out. Resident Feedback/complaints The Roads Service have been involved in the development of this proposal. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Page 314
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Who will be affected by this policy? All groups are affected but parents and pupils to a greater degree Who will be/has been involved in the consultation process? ‘Development of an Active & Sustainable Travel Strategy and Action Plan for West Dunbartonshire Council Consultation survey 2021 A question was asked on the withdrawal of school crossing patrols from junctions where pedestrian crossings exist those opposed to the proposal highlighted concerns over safety those supportive of the proposal noted the importance of proper road safety education There was a general view that work was required on driver education to support this proposal Nearly all respondents (of 85) supported the improvement and promotion of safe routes to schools and local destinations and investment in prioritised safe walking routes was the most popular suggestion in the consultation. Last year we reduced school cross patrollers from mechanically controlled crossings. There was low level of complaints initially (in August 2024) which have not been repeated.’ Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Accessible and safe routes to school. School age children that are walking to school either with or without parents will tend to use the identified safe route to school with crossing patrollers. Negative: All groups affected but children and young families to a greater degree. Disability Accessible and safe routes to school. Disabled people are less likely to have access to cars. All groups affected but people with disabilities may be affected to a greater degree. School age children that are walking to school either with or without parents will tend to use the identified safe route to school with crossing patrollers. Negatively on disabled younger people, potentially other disabled people Page 315
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Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Cross cuts with sex Young families walking to school or early learning facilities. Highly represented in affected group due to potential users of crossing points with crossing patrollers. Negative Race Need to assess differential impacts in terms of transport use. Most BME groups have less access to cars than most White ethnic groups. (UK Gov. data published 2023) Negative Religion and Belief Sex Need to assess differential impacts between males and females. Women are more likely to be involved in taking children to and from school. Women less likely to have access to cars than men. Single parents are a priority group in terms of child poverty. Women more likely to be looking after children. Reduction of FTE up 7.1 depending on options (30 locations) staffing is by both males and females. More negative for women in terms of service provision. Impact of staffing would likely be equality in terms of males and females. Sexual Orientation Human Rights Need to consider UNCRC In terms of Provision and protection and in this case best interests of the child Relevant UNCRC articles Article 6 UNCRC considerations crosscut with equality considerations noted. May impact more on younger children especially those from families with lower disposable income Some groups of children Page 316
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Life, survival and development Article 3 Best interests of the child may be more affected than others. Health Health and Wellbeing is a priority for WDC. Children travelling actively to school. Sustrans Scotland have identified that children are healthier if they travel to school by walking, cycling or scooting. May increase car use. There may be negative effect on active travel. Social & Economic Impact Children in more deprived areas. Sustrans Scotland analysis highlights that children on foot and bike are more than 3 times more likely to be involved in an accident in the 20% most deprived areas compared to the 20% least deprived. May be more impact more on groups with lower disposable income. Cross Cutting Need to look at cross cutting elements. Removal of patrollers may be a disincentive to keep using active travel. https://www.sciencedirect.com/science/article/pii/ S2214367X20301782 Section 4.5 and 6 especially Mix of negative impacts noted above may interact. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Need to balance budgets is a legitimate aim. We have assessed likely impacts so that decision makers can give due regard to equalities and the other elements we assess, and weight these against other considerations, when making decisions. Roll out of any proposals would take into account health and safety and safe routes to school. Patrollers are based along safe routes to schools. These routes have been identified and are monitored by Education and Roads within the School Safety Plans. Any locations highlighted by parents, pupils or schools will be assessed for physical measures. Children will continue to receive education on road safety, including the safe crossing of roads and awareness of vehicle movement. Lining, signing and ped crossings don’t currently have any budget available so would require this before any interventions. Page 317
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Will the impact of the policy be monitored and reported on an ongoing basis? Yes. School travel plans are monitored and updated to reflect travel patterns and issues Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1187: This is an assessment of the likely impacts of this savings proposal. Possibly negative impacts for some groups including women, some BME groups with have less access to cars and are more likely to walk to school, and children of these families. Active travel particularly walking and cycling, by all groups may be discouraged for all groups which does not support healthier lifestyles. UNCRC considerations crosscut with equality and health elements noted. It is possible that traffic may become heavier round affected schools. Option 2 would likely have more potential negative impact than option 1. Roll out of any proposals would take into account health and safety and safe routes to school. The Council's road safety team liaise with the pupils to promote safe walking behaviour and to support the delivery of road safety initiatives. There is a possibility of engineering works being carried out if the Roads Service identify locations on safe routes to school that fulfil the criteria for controlled crossing points with an available budget. Officers will also continue to work with the school community to identify suitable locations for lining or signing interventions to improve driver behaviour and raise aware ness of the fact that they are in the proximity of a school. Page 318
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Assessment No 1190 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads and Grounds Service (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title R&N 18 Reduce Footway Gritting The aim, objective, purpose and intended outcome of policy The savings option is a review into footway gritting. 2 options have been considered as follows: Option 1 Reduce footway gritting by 50% This will reduce footway gritting to main roads and prioritising areas round schools and main shopping areas. Option 2 Cease all footway gritting In this option there will be no footway gritting carried on. Gritting activities would be limited within the Winter Plan to carriageways only. In all options residents and businesses will be encouraged to use grit bins that are sited throughout the local authority area. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads and Grounds Service Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Page 319
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Who will be affected by this policy? All users of the adopted footways Who will be/has been involved in the consultation process? Roads and Grounds Services Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Older residents may be more vulnerable to slips, trips and falls and may be more reliant on being able to walk to shops etc. School age children will use public footways to access school. Older residents are more likely to be vulnerable to injury if they fall on ice and are more likely to be reliant on walking and public transport to access amenities. They may become fearful of leaving their homes if footways are icy and untreated. It is known that a high number of children walk to school. Older women more likely to have hip fractures than older men. Negative Disability Need to take into account access to public transport e.g. bus stops. Disabled people are more likely to be reliant on public transport and less likely to have access to a car. Some disabled will be more prone to falls and injury. Negative Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Need to take into account safety concerns. Pregnant women are more vulnerable to injury if they fall on ice. They may become fearful of leaving their homes if footways are icy and untreated. Negative Page 320
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Race Need to take into account access to public transport e.g. bus stops. Most BME groups have less access to cars than most white ethnic groups, and are more reliant on public transport. Negative Religion and Belief Sex Need to take into account access to public transport e.g. bus stops. Women are more likely to be care givers than men. Women have less access to cars than men and are more reliant on public transport. More negative for women Sexual Orientation Human Rights UNCRC in terms of 'provision' Cross cuts with impacts on care givers most of whom are women. May affect children more and especially those from lower income more deprived families. Health The Council Strategic Plan 22-27 views health and wellbeing as important Women account for more than two-thirds of hip fractures and the survey found older women are significantly more likely to say falling was a concern, compared to older men (45% vs 26%, respectively). Moreover, it was older people living on their own who were most worried about falling. https://www.ageuk.org.uk/latest- press/articles/2019/may/falls-in- later-life-a-huge-concern-for- older-people/ Negative in terms of physical and mental health. Social & Economic Impact Need to have due regard to the Fairer Scotland Duty. In areas that are income deprived there may be not be access to a private car and residents may be reliant on walking and use of public transport. In addition, if residents and visitors fearful of untreated footways Ownership of a private car is lower in areas of deprivation and therefore residents are reliant on walking and access to public transport. There will be grit bins sited in town centres to support access. Negative Page 321
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they may not visit town centres to shop etc. Cross Cutting Need to have due regard to the Scottish Consumer Duty. There may be a reduction in footfall to town centre businesses etc if footways are untreated and areas are not considered safely accessible. Visitors and residents may feel vulnerable in accessing the town centres and other destinations if they feel there is a risk of slips, trips or falls. Negative Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Need to provide services efficiently and within budgets. The Winter Plan will be updated to reflect that treatment will either be reduced to priority routes or ceased to carriageway only. A communications exercise will be undertaken about taking sensible precautions in winter weather such as appropriate footwear. There will also be grit bins sited in appropriate locations. The gritting of footways is non statutory Will the impact of the policy be monitored and reported on an ongoing basis? The Roads Service review the Winter Plan annually and will monitor actions undertake. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1190: In this proposal should footway gritting be reduced or ceased the location of grit bins will be assessed to ensure theses are located in areas of most requirement. In addition, information sharing will be carried out to support communities how best to travel in winter weather. Potentially more negative impacts for older people, disabled people, some BME groups and women. Some potential negative impacts in socio-economic terms. Page 322
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Assessment No 1110 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Ian Bain, Grounds Manager Ricardo Rea, Performance and Strategy Team (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN 19 Close or Transfer Bowling Clubs Amenities The aim, objective, purpose and intended outcome of policy Closure of Goldenhill and Whitecrook Bowling Clubs. Additionally transfer maintenance of grounds and buildings to Committees at other clubs or close and market for sale or lease. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Services West Dunbartonshire Leisure Trust Assets Team Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Playing and non playing members (social members) of Bowling clubs. Seasonal operatives. Page 323
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The membership of the bowling clubs may be affected by the proposed option being implemented should the committees not be able or willing to take on responsibility for maintenance of buildings and grounds. Should the bowling club be closed and marketed for sale/lease this will reduce social and leisure opportunities for members. There are circa 50 members between Goldenhill and Whitecrook, membership at the veteran clubs is circa 30 people. Who will be/has been involved in the consultation process? Discussions at Budget consultation. It was noted that there were mainly social members of the Balloch & District Veterans Bowling Club. Noted that members felt that the club helped combat social isolation. When discussing mitigation, in terms of tacking isolation Golden Friendship for example was only a service operating in the Clydebank end of the area A more general comment made by other community groups was that training and better support on assets transfers from the Council would be a plus Budget Survey consultation Respondents to the 25/26 budget conversation survey rated Bowling greens and golf course as 5th of the 5 priorities under 'environment'. A member of one club attended face to face discussion on budget priorities and noted that the clubs benefited members who are generally older and some of whom are disabled. They noted that significant numbers were 'social' rather than playing members. They did not feel that combining clubs was practical because of for instance transportation. Information and discussions would suggest that clubs are heavily used by members but are not visited/used by other members of the community often. WDLT, Greenspace, Club members. Who will be affected by this policy? Playing and non playing members (social members) of Bowling clubs. Seasonal operatives. The membership of the bowling clubs may be affected by the proposed option being implemented should the committees not be able or willing to take on responsibility for maintenance of buildings and grounds. Should the bowling club be closed and marketed for sale/lease this will reduce social and leisure opportunities for members. There are circa 50 members between Goldenhill and Whitecrook, membership at the veteran clubs is circa 30 people. Who will be/has been involved in the consultation process? Discussions at Budget consultation. Page 324
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It was noted that there were mainly social members of the Balloch & District Veterans Bowling Club. Noted that members felt that the club helped combat social isolation. When discussing mitigation, in terms of tacking isolation Golden Friendship for example was only a service operating in the Clydebank end of the area A more general comment made by other community groups was that training and better support on assets transfers from the Council would be a plus Budget Survey consultation Respondents to the 25/26 budget conversation survey rated Bowling greens and golf course as 5th of the 5 priorities under 'environment'. A member of one club attended face to face discussion on budget priorities and noted that the clubs benefited members who are generally older and some of whom are disabled. They noted that significant numbers were 'social' rather than playing members. They did not feel that combining clubs was practical because of for instance transportation. Information and discussions would suggest that clubs are heavily used by members but are not visited/used by other members of the community often. WDLT, Greenspace, Club members. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Disability We have an anticipatory duty in terms of accessibility for disabled people for such services as we provide. Older people are more likely to have some form of impairment. Negative in terms of local access. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Age Older members of the community are members of the clubs. The majority of the current membership is older residents and attendance at the clubs provide social and health benefits. Negative in terms of local access. Page 325
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Race Religion and Belief Sex Need to assess any differential impact. The majority of current members are male. Majority of seasonal operative are male. Likely negative impact will affect more men than women in terms of services users. Reduction in FTE would affect men. Sexual Orientation Human Rights Health Desirability of reducing loneliness and isolation is noted in the Councils 22- 27 Strategic Plan. The members benefit from physical and mental health benefits attending the club. Bowling provides health benefits. Negative. Social & Economic Impact Need to consider social and economic impacts. We should also consider the Scottish Consumer Duty. Bowling clubs would meet the definition of a not for profit enterprise (within the meaning of section 252(1F) of the Town and Country Planning (Scotland) Act 1997) or a small business. The club provides opportunity for social engagement for members. Social interaction is a benefit to members. Seasonal operatives may be local residents and reduces employment opportunities. Negative for members in terms of accessing social interaction at a very local level in terms of choice. Any Consumer Duty considerations would in this case overlap with the areas covered in this assessment. Cross Cutting Important to look at interactions. Older age, disability and sex with more direct impact on males are cross cutting factors. Bowling clubs would still be available, but some would have to travel further. More negative in combination for the groups noted. Page 326
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council is required to reach a balanced budget. The Service will work with members to direct them to alternative activities for health and social benefits. Some members are 'social' rather than playing members, mitigation should take this into account. Mitigation would also be informed by discussion with those affected. Bowling clubs would still be available, but some would have to travel further, however there would still be provision in the Clydebank area and provision on the Dumbarton/Vale area. Membership numbers are small and either mergers or neighbouring bowling clubs would be able to accommodate the number of current members. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1110: The members of the bowling clubs would be affected by either of the proposed options being implemented. Therefore, there are some potential negative impacts especially for older people and men who are more likely to use these facilities, in terms of health and social interaction. Bowling clubs would still be available, but some would have to travel further, however there would still be provision in the Clydebank area and provision on the Dumbarton/Vale area. The current number of members at affected clubs could be accommodated at alternative bowling facilities. Seasonal operatives are likely to be male and may be local residents and this reduces employment opportunities. Page 327
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Assessment No 1131 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail MacFarlane Chief Officer - Roads & Neighbourhood Members Grounds Manager Assets Coordinator (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN 20 Close or Reduce Dalmuir Golf Club The aim, objective, purpose and intended outcome of policy The aim of the policy is to review the council owned golf club and either reduce to a 12-hole course or close and market for disposal. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Services West Dunbartonshire Leisure Trust Assets Team Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? The membership and attractiveness to day visitors of the golf club may be affected if the golf course is reduced from an 18-hole to a 12-hole course. Should the golf club be closed and marketed for disposal this will reduce social and leisure opportunities for members. Page 328
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Who will be/has been involved in the consultation process? The Grounds Service, Assets Team, members of the bowling clubs and WDLT. Membership continues to fall, current levels are now 180 members. Budget Survey consultation Respondents to the 25/26 budget conversation survey rated Bowling greens and golf course as 5th of the 5 priorities under 'environment'. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to consider age structure of users. The majority of member are from older age groups. Would therefore tend to impact on older people. Cross Cutting Seasonal grounds operatives’ requirement will be reduced. Seasonal operatives may be local residents and reduces employment opportunities. Negative. Disability Social & Economic Impact Social interaction is a benefit to members. The club provides opportunity for social engagement for members. Negative. Sex Affects male members of the community to a greater degree. The majority of current members are male. Seasonal operatives more likely to be male. Negative. Gender Reassign Health Golfing provides health benefits. The members benefit from physical and mental health benefits attending the club. Negative. Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Page 329
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Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council is required to reach a balanced budget. The Service will work with members to direct them to alternative activities from health and social benefits. There are a number of alternative golf clubs in traveling distance of the golf club. The membership continues to fall Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1131: Efficiency proposal. There are some potential negative impacts especially for older men who are more likely to use these facilities. Seasonal operatives who are more likely to be male and may be local residents and reduces employment opportunities. There are a number of alternative clubs in traveling distance of the golf club. The membership continues to fall and there is availability within the local area to accommodate the level of current members. Page 330
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Assessment No 1134 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Grounds Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN21 Cease Care of Gardens Scheme The aim, objective, purpose and intended outcome of policy Proposal to cease providing the care of gardens service. A charge was introduced last year for all users. This will affect older people and those that are in receipt of a disability allowance who pay a charge to receive the service. The proposals are designed to reduce the funding gap, the introduction of a charged service has continued to operate at a subsidy that is unsustainable. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? This will affect older people and those that receive a disability payment who are eligible for access to the scheme. Page 331
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Who will be/has been involved in the consultation process? Grounds Service HSCP Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Older members of the community over state pension age that have been eligible to receive the service at the subsidised charge. Those on a fixed pension may find it more difficult to meet the cost of a gardener reflecting the increase in the cost of living and may struggle to find an alternative. However older people are less likely to be in relative poverty than people under 30. Negative. Cross Cutting Seasonal Workforce reduction reduces employment opportunities locally. Seasonal workers are employed by the Council to carry out care of gardens duties and are often local residents. Negative. Disability Members of the community with disabilities are more likely to be income deprived than non- disabled people. The removal of the subsidised service for disabled people who on average may be more income deprived may find it more difficult to meet the cost of an external gardening service. Negative. Social & Economic Impact Those that are income deprived will potentially find it more challenging to find and pay for alternative options if service ceases. Those that are on a lower income and in receipt of a disability payment or eligible due to age may find it a challenge to find and afford alternative gardeners Negative. Page 332
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and therefore the area may not be as well maintained. Sex Women are more likely to be income deprived. Due to gender pay gap and are potentially more likely to be single parents and/or carers. Seasonal workers are employed by the Council to carry out care of gardens duties and are often local residents, and usually male. Negative. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The service has continued to be delivered at a significant subsidy and is not a statutory function. If the service ceases all users will be required to access an alternative which may provide employment opportunity for local workforce. If the care of gardens service ceases all users will be required to find alternative delivery options which will potentially be at a cost and is dependent on businesses having availability. Will the impact of the policy be monitored and reported on an ongoing basis? If the service ceases monitoring will be through feedback from colleagues in the community. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1134: The proposals are designed to reduce the funding gap, the introduction of a charged service has continued to operate at a subsidy that is unsustainable. Some potential negative impact, particularly on some older people, disabled people and people Page 333
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on lower incomes. The users will be informed on decisions taken and where possible advised of alternatives. There will be engagement to ensure users are made aware that alternative delivery modes are required with a requirement to arrange garden maintenance independently. Page 334
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Assessment No 1132 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail MacFarlane Chief Officer - Roads & Neighbourhood Members Grounds Service (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN22 Reduce Street Cleaning The aim, objective, purpose and intended outcome of policy The proposal is the reduction in street sweeping and litter collection. This will reduce the street cleaning and litter collection frequencies. The resources available will target locations that have increased visitor numbers such as parks and town centres with outlying areas and housing estates having a reduced service. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Communities, residents and businesses. Who will be/has been involved in the consultation process? Page 335
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Grounds Service. Feedback from Citizen's Panel and Recycling surveys to the public in 2022 and 2023 respectively showed support for increasing the number of litter bins in public areas. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Cross cutting impacts should be considered Note areas in the assessment evidence. The areas above crosscuts in terms of appearance of the area Disability It is important that routes are accessible. Officer assessment that accessibility will be maintained. Neutral. Social & Economic Impact The cleanliness and maintenance of both urban and rural areas adversely impacts the perception of an area. Areas with a lower level of maintenance and street cleanliness align with areas of higher deprivation and can impact on investment opportunities and local pride. There may be a potential negative impact on the physical appearance of the area. Sex Employees affected are predominately male. It is important that routes are accessible for those using prams. This will have an increased impact on men and their employment opportunities. Officer assessment that accessibility will be maintained. There may be a potential negative impact on male employees. Neutral in terms of accessibility. Gender Reassign Health Health and Wellbeing is a priority in the WDC 2022- 27 Strategic Plan. Physical environment can influence physical and mental health. If there is an increase in litter and general untidiness this can impact on mental health. There may be a potential minimal negative impact on the health of our residents based on the physical appearance of the area. Page 336
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Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a requirement to reach a balanced budget. The provision fulfils the council's statutory obligations in relation to street cleaning and additional bins will be installed at key locations. Will the impact of the policy be monitored and reported on an ongoing basis? Yes, through performance indicators Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1132: The proposals considered are of activities that are delivered in excess of the statutory level. Areas not maintained or a lower level of street cleanliness align with areas of higher deprivation and can impact on investment opportunities. Accessibility of public areas will be maintained. Following a successful pilot of larger bins these may be provided at appropriate locations, this is an idea supported by surveys of the public in West Dunbartonshire. If grounds and/or seasonal operatives are reduced this adversely affects employment opportunities, and male workers because of gender balance of our workforce. Page 337
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Assessment No 1130 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN23 Reduce Street Lighting The aim, objective, purpose and intended outcome of policy The proposal is to turn off street lighting for a period of time potentially between 1am and 6am Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Residents, businesses and visitors. Who will be/has been involved in the consultation process? Roads Manager, Police Scotland, communities. Background information and evidence Page 338
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A number of cities in Europe already either fully or partially switch off street lighting at night including a number of towns in France. There are also full or partial switch offs in council areas such as Surrey, West Sussex and Southampton, Essex County Council. Somerset reduced lighting 2011. Streetlighting Hours have been reduced –in Comhairle nan Eilean Siar (cne-siar.gov.uk), Western Isles Evidence from studies by UCL and the London School of Hygiene and Tropical Medicine, assessing data from 62 local authorities, suggests that removing or reducing residential streetlights at night, saves energy costs and reduces carbon emissions. It also found that there was no resultant increase in car collisions or crime. Further, a study by the universities of York and Newcastle showed that it also has benefits for nocturnal wildlife. This assists the Council meet its strategy priority of "Tackling the climate and ecological emergency". A College of Policing review of evidence https://www.college.police.uk/research/crime- reduction-toolkit/street-lighting Suggested that improving lighting during the day may reduce time and ASB, but doing so at might does not do so; there is nothing in the review that would contradict the other evidence noted here. We have benchmarked by looking at related EIAs and information Balancing our budget for 2025/26 - West Berkshire Council https://www.westberks.gov.uk/media/60381/Equity-Impact-Assessment-for-Budget-Proposal- 2025-26-Turn-off-streetlights-in-residential-roads-between-midnight-and- 5am/pdf/4._BP_2526_Residential_Streetlighting_EqIA_v3.pdf?m=1730803371587 Essex https://www.essexhighways.org/roads-and-pavements/street-lighting/part-night-lighting evidence from Essex County Council suggests that this does not lead to an increase in crime. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Older members of the community may feel more Older members may feel more vulnerable and feel at the risk of crime if the street Negative, in terms of perception of impact. This may negatively impact younger people or older people who partake in employment or leisure activities during Page 339
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at risk if streetlights are off. Younger people and people of working age are potentially likely to be active during these time periods as a result of returning from work or leisure activities. lighting is off in the vicinity of their homes. A higher proportion of younger than older people work in the nighttime economy. these times, or who work in the nighttime economy. Cross Cutting The perception of safety of communities may be considered significant. It is important that the Council engage with people in West Dunbartonshir e if proposals are advanced. The Council is committed to tackling climate change including through carbon emissions reductions. If streets are in darkness communities may feel at risk from crime, either within their homes or when traveling. Potentially Negative, in terms of perception of impact However evidence strongly suggests this is likely to be neutral in terms of actual crime or ASB (https://jech.bmj.com/content/69/11/1118 ) Disability We need to have regard to the needs of disabled people. Members of the community that are disabled may feel more vulnerable, abled members of the community may feel more anxious if the streetlights are off. Negative, in terms of perception of impact. Page 340
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Social & Economic Impact Perception of safety when required to commute or travel during hours when street lighting is off. Those on lower incomes may be more likely to be in employment that requires a shift pattern that means they may be commuting during periods when street lighting is off. Potentially negative, in terms of perception of impact however research suggests neutral impacts in terms of crime and road safety. Sex Need to take into account Women's safety and feelings of safety. Women may be more concerned about safety. At the UK level, in 2022, almost 4.9 million (56%) night-time workers were male and almost 3.9 million were female (44%). In 2012, 58% of night-time workers were male and 42% female. Negative, in terms of perception of impact. Gender Reassign Health The Councils strategic Plan notes the importance of health and well being Periods when street lighting is not on may impact on mental health and may cause concern and worry. Reduced sleep disturbance when the light shines direct into windows of properties. Potentially negative, in terms of perception of impact Potentially positive in terms of less sleep disturbance. Human Rights Marriage & Civil Partnershi p Pregnancy & Maternity Race We need to consider potential impacts with In 2022, workers born outside of the UK made up 23.1% of night-time workers compared with Potentially negative in terms of perception of safety Page 341
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regard to ethnicity 17.8% of daytime workers. Between 2012 and 2022, the number of night-time workers born in the UK fell from 7.4 million to 6.8 million, while the number born outside of the UK rose by 32.6%, from 1.5 million to 2 million. https://www.ons.gov.u k BME people may be more concerned about safety at night. Religion and Belief Sexual Orientatio n Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The hours that the street lighting is proposed to be switched off are when there is a reduced movement of members of the community. There will be concerns about personal safety, and this may lead to a reduction in road safety for pedestrians and other road users. In mitigation, the Communications and information around changes would be vital including appropriate dialogue with communities. A good example on web info is here https://www.essexhighways.org/roads-and- pavements/street-lighting/part-night-lighting The Council could consider measures such as extending 20mph zones in residential areas which should reduce traffic speeds. Will the impact of the policy be monitored and reported on an ongoing basis? Monitoring will be carried out through liaison with stakeholders and communities. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 342
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EIA 1130: This is an efficiency measure considered, in line with potential impacts. There may be some negative impacts in terms of perceptions of safety by some groups. However, research has not found evidence of harmful effects of part-night lighting on road collisions or crime in England and Wales. The hours of switch would be monitored to minimise impact on communities. There is an environmental benefit to reduced street lighting as there will be a reduction in light pollution and carbon footprint. This would support the council’s journey to net zero, nature recovery and encourage nocturnal wildlife. Page 343
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Assessment No 1193 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Grounds Service (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title R&N 24 Reduce Park Maintenance The aim, objective, purpose and intended outcome of policy The proposal is the reduction in maintenance within parks including grass cutting, play areas and litter collection, as a cost saving measure. The proposal considered is as follows: Reduce frequency and extent of grass cutting in the 4 main parks: Balloch Christie Levengrove Dalmuir Reduced emptying litter bins with a focus on high use pedestrian areas. Additional bins would be installed at key locations to minimise littering. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Page 344
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Who will be affected by this policy? Communities, residents and businesses. Who will be/has been involved in the consultation process? Grounds Service. Respondents to the 25/26 budget conversation survey rated grounds maintenance 3rd of the 5 priorities under 'environment'. Common comments are concerns about appearance of the area, access to areas especially for play for children, and to a lesser extent safety. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Families with younger children. Families with younger children tend to use parks to a greater extent that others due to presence of play equipment. Play equipment will be accessible and maintained. Older people are more likely to have an impairment that effects mobility. This may have a perceived negative impact as a result in reduced maintenance however additional bins will be provided and the parks will continue to be maintained. Disability The Council had a duty to make its services accessible to disabled people. We must seek to mitigate any negative impacts. Areas with more accessible green space are associated with better mental and physical health. It is important that shared areas are accessible to all. A reduction in grass cutting/maintenance may have a negative impact on accessibility for people with disabilities, on some areas off of paths if grass cutting is reduced. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Page 345
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Religion and Belief Sex The Council needs to consider impacts of staff and service users. The workforce affected is predominately male. If numbers of seasonal operatives and/or grounds operatives reduced this adversely affects employment opportunities. This may have a negative impact if reduction to maintenance results in reduction of employees. Sexual Orientation Human Rights UNCRC in terms of 'provision' should be considered. Cross cuts with age/children and young people. Play equipment would continue to be defect repaired and kept safe. Neutral Health Health and Wellbeing is a priority in the Strategic Plan. Physical environment can influence physical and mental health. Available research does not suggest that there is any increase of risk from Ticks between longer grass and shorter grass, and that longer grass may tend to reduce the abundance of some allergenic plants. Mowing urban lawns less intensely increases biodiversity, saves money and reduces pests - Source: British Ecological Society. Impact of mowing frequency on arthropod abundance and diversity in urban habitats: A meta- analysis - ScienceDirect Lawn mowing frequency in suburban areas has no detectable effect on Borrelia ( is a genus of bacteria of the spirochete phylum) some of which cause Lyme's Disease Source| PLOS ONE' This may have a perceived negative impact as a result in reduced maintenance however additional bins will be provided and the parks will continue to be maintained. Page 346
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Social & Economic Impact The cleanliness and maintenance of both urban and rural areas adversely impacts the perception of an area. A higher percentage of those residents on a lower income may live in properties with limited or no access to a garden area. Areas with a lower level of maintenance of grassed areas align with areas of higher deprivation and can impact on investment opportunities and local pride. This may have a perceived negative impact as a result in reduced maintenance however additional bins will be provided and the parks will continue to be maintained. Cross Cutting Need to assess cross cutting elements. As level of reductions increased, there would be increased impact on the traditional appearance of parks. Areas would have less labour-intensive planting. May be perceived negatively in terms of appearance. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a requirement to reach a balanced budget. The provision fulfils the council's statutory obligations as there is no statutory requirement to maintain grassed areas. Will the impact of the policy be monitored and reported on an ongoing basis? Yes, through performance indicators Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1193: These proposals seek to reduce costs. The likely impacts are potentially negative in terms of off path access for older people and disabled people, women and children. This is sometimes linked to concerns about safety. A range of published research does not indicate increased risks from longer grass to human or animal health. Neutral impact in terms of access to play equipment. Some residents have voiced concern in the past about increased littering of reduced grass cutting areas; Council surveys have identified a desire for more public litter bins and these can be provided. There may be concerns about the appearance of areas being less traditional in the past. If previously traditional flowered areas are no longer plants and maintained in the way they were alternative planting such as wildflowers will be put in place. Page 347
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Assessment No 1141 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail MacFarlane Chief Officer Members Ricardo Rea, Greenspace Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN 28: Remove Open Space Maintenance on Non Council Land The aim, objective, purpose and intended outcome of policy Cessation of any grass cutting/grounds maintenance of open space not owned by the Council. The Grounds currently maintain areas of open space within residential areas that are not owned by the council. These are areas of open space where historically there has been a level of maintenance undertaken however is the responsibility of the homeowners or has never been transferred from the Developer to the Council or had a factor appointed. These arrangements may have been in place for a number of years. The saving does not propose to cease grass cutting within play parks or areas of high amenity. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Greenspace Service Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Communities, residents and businesses Page 348
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Who will be/has been involved in the consultation process? Grounds Service Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to consider common perceived issues with less grass cutting. Older people are more likely to have impairments than younger people, considerations crosscut with disability. There have been concerns raised in the past about access to less cut areas for children to play. Under clear if this is an actual result and if areas that would not be cut are currently used for play. A reduction in grass cutting/maintenance may have a negative impact more on older people. Cross Cutting Any reduction in grass cutting reduces resource requirement Need to consider common perceived issues with less grass cutting. If numbers of seasonal operatives and/or grounds operatives reduced this adversely affects employment opportunities. Negative Disability The Council had a duty to make its services accessible to disabled people. We must seek to mitigate any negative impacts. Areas with more accessible green space are associated with better mental and physical health. It is important that shared areas are accessible to all. A reduction in grass cutting/maintenance may have a negative impact on accessibility for people with disabilities. Page 349
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Social & Economic Impact The maintenance of both urban and rural areas adversely impacts the perception of an area. Areas with a lower level of maintenance of grassed areas align with areas of higher deprivation and can impact on investment opportunities and local pride. Negative Sex The Council needs to consider impacts of staff and service users. If numbers of seasonal operatives and/or grounds operatives reduced this adversely affects employment opportunities. Negative Gender Reassign Health Health and Wellbeing is a priority in the WDC 2022- 27 Strategic Plan Need to consider common perceived issues with less grass cutting. Physical environment can influence physical and mental health. Available research does not suggest that there is any increase of risk from Ticks between longer grass and shorter grass, and that longer grass may tend to reduce the abundance of some allergenic plants. Mowing urban lawns less intensely increases biodiversity, saves money and reduces pests - Source: British Ecological Society Impact of mowing frequency on arthropod abundance and diversity in urban habitats: A meta- analysis - ScienceDirect Lawn mowing frequency in suburban areas has no detectable effect on Borrelia ( is a genus of bacteria of the spirochete phylum) some of which cause Lyme's Disease Source| PLOS ONE. This may have a potential negative impact as a result in a reduction to use open as a result of reduced maintenance. Human Rights United nations Rights of the Child considerations. Cross cuts with 'age' for children. The saving does not propose to cease grass Page 350
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cutting within play parks or areas of high amenity. It is unlikely there would be any significant impact. Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a requirement to reach a balanced budget. The provision fulfils the council's statutory obligations in relation to street cleaning and additional bins will be installed at key locations. There is no statutory requirement to maintain grassed areas. Will the impact of the policy be monitored and reported on an ongoing basis? Yes, through performance indicators Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1141: It is unlikely that there would be any significant negative impact for any protected group. Where an area that is not Council owned is causing a significant obstruction for access, then the Council will address these on an individual basis. Given past and ongoing interest in grass cutting, there may be an increase in concern and negative feedback about the appearance of areas. Concerns have also be raised in the past about potential health implications of longer versus shorter grass but available research does not indicate negative impacts. In terms of staffing reduction, given the demographic of operatives this is more likely to affect a male rather than female person. Page 351
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Assessment No 1211 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Grounds Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN29 Remove Event Support by Grounds Service The aim, objective, purpose and intended outcome of policy In line with the Councils policy on reducing overtime costs, to cease grounds support for events if external partners or common good fund are unable to fund. We support the pipe band championships and fireworks event and do set up, clear up, litter collection etc. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Manager Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Those that hold events Who will be/has been involved in the consultation process? Page 352
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Event Organisers Grounds Service Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact Need to consider the Fairer Scotland Duty. Need to consider the Scottish Consumer Duty, that is is there any harm to individuals and/or small business from removing the service. These considerations cross cut. Measures undertaken to review benefit of events to area, attendee numbers, feedback from visitors and organisers. Events held within the local authority are well attended. They provide economic benefit with increased footfall. Event may not be financially sustainable should the costs be incurred by external partners and unavailable from the common good fund. Cross Cutting Page 353
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The grounds support is provided through unfunded overtime which is a burden for the service. Will the impact of the policy be monitored and reported on an ongoing basis? Yes, feedback from event organisers will continue to be monitored. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1211: There may be negative impacts on businesses; event may not be financially sustainable should the costs be incurred by external partners and are unavailable from the common good fund. The service will no longer be provided the overtime resource without funding being available. Page 354
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Assessment No 1208 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN30 Reduce Road Network and Capital Management The aim, objective, purpose and intended outcome of policy To review and implement a new charging scheme for road construction consents which includes all applicants both internal and external, to better reflect the true cost of providing the service. In addition option 2 includes the reduction of 1FTE which will impact on the service's ability to monitor capital projects, delivery of traffic projects, review of transport assessments and responding to queries from members of the public. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads Manager Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? External and Internal applicants requiring a roads construction consent as part of a development application. Page 355
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Reduction of resource capacity to support financial monitoring of capital projects, technical support for responses to traffic signals, traffic management and processing of planning application responses. Who will be/has been involved in the consultation process? Roads Service Housing Service Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Need to assess any differential impact There will be an FTE reduction. However, due to the way work is distributed it is unclear which particular employee would be affected. Impossible to determine at the moment. Sexual Orientation Human Rights Health Social & Economic Impact Fairer Scotland Duty Scottish Consumer Duty These considerations overlap in this case. There will be an additional cost for The cost to deliver a project is significant and the Roads Construction Consent cost increase is small compared to the total cost of a project. Unlikely to have a significant impact on housing developers or businesses and being a small part of their overall costs. It would Page 356
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internal and external for a roads construction consent but unlikely to impact on economic investment as small in comparison to a development cost. however be significant for the Council. Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The impact in charge for roads construction consent is anticipated to be small in relation to financial impact on a project and therefore not materially impact on economic growth or delivery of housing projects. The reduction in capital monitoring, Will the impact of the policy be monitored and reported on an ongoing basis? Income received, time taken to address traffic signal defects and planning application response times are all monitored. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1208: Introducing a new charging scheme for road construction consents which includes all applicants both internal and external, better reflects true cost of providing the service. This is unlikely to have a significant impact on housing developers or businesses, being a small part of their overall costs. It would however be significant for the Council. There would be a reduction of FTE which could fall on an employee if the occupier of a post was displaced. Page 357
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Assessment No 1209 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN31 Reduce Winter Plan The aim, objective, purpose and intended outcome of policy The proposal reduces the number of carriageways gritting routes from 6 to 5. This will reduce the coverage of roads that are treated as a primary route by 30%, the removed roads will be residential and be included in the secondary routes. These are treated when primary routes are complete, and resources allow. There will be a reduction in workforce reducing capacity to undertake carriageway resurfacing projects inhouse therefore a reprogramming will be required to move to projects that are able to be undertaken by the inhouse team. There will also be a reduction in resilience. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads Manager Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Page 358
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Who will be affected by this policy? Residents, visitors and all other users of the road network. Who will be/has been involved in the consultation process? Roads Manager Grounds Manager Page 359
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Considerations about crossing carriageways and using vehicles on carriageways. Older residents may be more vulnerable to slips, trips and falls and may be more reliant on being able to walk to shops etc. School age children will use public footways to access school. Potentially negative for older and younger groups. Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of access to public transport. Disability Considerations about crossing carriageways and using vehicles on carriageways. Need to consider accessibility. Disabled people are more reliant on public transport. Some disabled will be more prone to falls and injury if they do so. Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of access to public transport. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Need to take into account safety concerns in terms of crossing carriageways. Pregnant women are more vulnerable to injury if they fall on ice. They may become fearful of leaving their homes if footways are icy and untreated. Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of access to public transport. Race Need to consider accessibility. Need to take into account access to public transport e.g. bus stops. Some BME groups are more reliant on public transport. Most BME groups have less access to cars than most white ethnic groups and are Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of Page 360
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more reliant on public transport. access to public transport. Religion and Belief Sex Need to consider gender balance of affected workforce. Need to take into account access to public transport e.g. bus stops. The workforce is predominately male so would impact on employment more heavily on men. Women are more reliant on public transport, and more likely to be care givers. More negative for males in terms of employment. Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of access to public transport. Sexual Orientation Human Rights Health May be risk of incidents both for road users and pedestrians that use treated carriageway. Slips, trips and falls are a risk in icy conditions. Vehicle incidents can impact on health on carriageways. Negative in terms of some carriageways at in winter being more difficult to cross. Neutral in terms of access to public transport. Social & Economic Impact May impact on access to main road network if residential roads not gritted therefore could reduce access to work, school etc on icy days. Feedback from residents complaints shows people feel uncomfortable driving on untreated residential roads when icy, noted that a number of these journeys are morning commute when the temperature will not have risen or the secondary routes commenced. More deprived groups may be more affected. Cross Cutting Important to consider how issues might crosscut in terms of accessibility. No evidence that public transport routes would be negatively affect. Negative in terms of some carriageways in winter being more difficult to cross. Neutral in terms of Page 361
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access to public transport. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council is required to reach a balanced budget and as the workforce size is determined by winter gritting requirements this proposal reduces number of operatives required by 3 FTE and delivers a saving. Will the impact of the policy be monitored and reported on an ongoing basis? Council will require to approve winter plan setting out the proposed treatment changes and this will be reviewed annually Q7 What is your recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation EIA 1209: This is a cost saving proposal. No evidence that access to public transport routes would be negatively affected. Some potential negative affect at some times, especially for women, some BME groups disabled people and younger and older people in terms of cross carriageways. These considerations crosscut with socio-economic ones, as more deprived groups may be more affected, because of modes of transport, for example less access to cars. Given that the vast majority of operatives are male, there would be an impact on men of reducing staffing rather than women. Page 362
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Assessment No 1192 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail MacFarlane Chief Officer - Roads & Neighbourhood Members Grounds and Waste Manager Roads Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN32 Reduce Weed Killing The aim, objective, purpose and intended outcome of policy Ceasing carrying out weed killing. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Residents, Visitors and Businesses within West Dunbartonshire. Who will be/has been involved in the consultation process? Grounds and Roads Services. Negative feedback from residents, visitors and business from reduction in weed killing in24/25. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Page 363
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Age Need to consider how age cross cuts Older people are more likely to have ambulatory impairments and visual impairments. Negative Disability It is important that accessibility is maintained. Officers’ assessment is that a reduction may hinder accessibility. Should weed growth damage footways, block gullies causing flooding and collect detritus. Negative for some disabled people Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Important to consider how gendered roles may interact. Women are more likely to be care givers and more likely to use prams, etc. Potentially more negative for women in terms of accessibility Sexual Orientation Human Rights Health Social & Economic Impact The cleanliness of a place is viewed as important for visitors and businesses. Cross cuts with consideration of the Scottish Consumer Duty. The area will appear less cared for and maintained. This could impact on investment opportunities. Negative Cross Cutting An opportunity to assess how element may interact. Need to ensure that footways are safe and accessible. The reduction in use of pesticide is of benefit to biodiversity. There could be some increased risk of localized flooding if gullies are blocked by weeds. The area will appear less well cared for. There would be no weed killing in public realm areas such as Clydebank Town Hall. Potential negative impact on appearance. Positive impact in terms of biodiversity. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council is required to reach a balanced budget. Will the impact of the policy be monitored and reported on an ongoing basis? The street cleanliness is monitored and reported. Q7 What is your recommendation for this policy? Introduce Page 364
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Please provide a meaningful summary of how you have reached the recommendation EIA 1192: There may be an impact on accessibility with damage to footways through weed growth, potential flooding and detritus, this may be more marked for disabled people and women. There will be no weed killing of public realm areas. There will be a negative impact in terms of the appearance to residents and visitors. Page 365
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Assessment No 1191 Owner Gail Macfarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Waste and Grounds Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN33 Reduce Waste Services The aim, objective, purpose and intended outcome of policy The Council operates two civic amenity sites at Dalmoak, Renton and Ferry Road, Old Kilpatrick. The saving option proposes to reduce the number of civic waste amenity sites from two to one. This will reduce the workforce required to operate the two sites. There are currently two civic waste sites that operate 7 days a week. There are peak periods when the sites operate over capacity requiring short periods of closure to allow skips to be emptied, at other times the sites operate within capacity and the operatives plan the emptying of skips when possible, for these periods. The proposal to move to one site will increase usage and therefore as mitigation the service plan to increase size of site with additional skips where possible. Operationally a booking system will be implemented to manage the number of vehicles attending and traffic management. It will also allow skip emptying to built in to days activity which will reduce frustration of users at the site. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Waste Service Internal Service Users Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Page 366
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Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Users of the civic waste amenity site, both internal and external, and communities/stakeholders affected by any increase in fly tipping Who will be/has been involved in the consultation process? Waste Services and stakeholders Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to consider impacts across age groups. Older people are more likely to have impairments, crosscuts with disability. Emerging national and international evidence suggests that people over 55 recycle more than young adults. A recycling survey carried out in West Dunbartonshire in 2022 provided similar results. It may be the case that older people, because of recycling more, will encounter this change more than younger people. It may also be the case that the change may create a disincentive for young people especially to recycle. Disability We need to ensure that services are accessible to disable people. Physical accessibility sites will not be impacted. An online booking system will be implemented, but bookings via phone will possible if needed. Accessible information will be provided. Neutral in terms of disability. Gender Reassign Page 367
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Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex The operational workforce is predominately male. 5 FTE reduction. All of current staff compliment is male. Negative impact would fall on males due gender balance of workforce. Sexual Orientation Human Rights Health Social & Economic Impact Use of site to dispose of waste, both residual and recycling. Risk of increased fly tipping, both resource implications to clear. Negative Cross Cutting Reduction in number of operating sites will result in a reduction of required workforce. Council services need to be accessible. The workforce are potentially local residents, and this impacts employment opportunities. Some residents may require to travel further to a site depending on the location of their home – this may adversely them affect them because of cost of fuel and time. Negative Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The Council is required to reach a balanced budget. The reduction in number of sites will be shared through a communications strategy to ensure users are aware. There will also be the implementation of a booking system to manage congestion and traffic issues. Waste disposal information will be communicated to discourage fly tipping. Will the impact of the policy be monitored and reported on an ongoing basis? Use of site will be monitored Q7 What is your recommendation for this policy? Introduce Page 368
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Please provide a meaningful summary of how you have reached the recommendation EIA 1191: This proposal is designed to increase efficiency and reduce cost. Some residents may require to travel further to a site depending on the location of their home – this may adversely them affect them because of cost of fuel and time, and may affect more deprived groups more, for example women, some BME groups and disabled people. An online booking system would be put in place, with an option to book via the call centre if a resident could not use the online system. Potential impacts are risk of increased fly tipping, and the resource implications to clear. Considerate waste disposal will be communicated to discourage fly tipping. The reduction in number of sites will be shared through a communications strategy to ensure users are aware and a booking system will be implemented. Due to gender balance of the relevant workforce men would be displaced from posts rather than women. Page 369
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Assessment No 1196 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail MacFarlane Chief Officer - Roads & Neighbourhood Members Grounds Service Housing Service (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title R&N35 Reduce Grass Cutting The aim, objective, purpose and intended outcome of policy The proposal is the reduction in grass cutting of open spaces by 50% and reduce grass cutting in cemeteries by 20% The proposal considered is as follows Reduce grass cutting of open space, but with prioritising of areas of high amenity such as parks, football pitches etc. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Grounds Service Housing Service Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Communities, residents and businesses Page 370
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Who will be/has been involved in the consultation process? Respondents to the 25/26 budget conversation survey rated grounds maintenance 3rd of the 5 priorities under 'environment'. Common comments are concerns about appearance of the area, access to areas especially for play for children, and to a lesser extent safety. Grounds Service Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Need to consider common perceived issues with less grass cutting. Older people are more likely to have impairments than younger people, considerations crosscut with disability A reduction in grass cutting/maintenance may have a negative impact more on older people if access is affected. The saving does not propose to cease grass cutting within play parks or areas of high amenity. It is unlikely there would be any significant impact. Disability The Council had a duty to make its services accessible to disabled people. We must seek to mitigate any negative impacts. Areas with more accessible green space are associated with better mental and physical health. It is important that shared areas are accessible to all. A reduction in grass cutting/maintenance may have a negative impact on accessibility for people with disabilities. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Page 371
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Sex The Council needs to consider impacts of staff and service users. If numbers of seasonal operatives and/or grounds operatives reduced this adversely affects employment opportunities. Negative Sexual Orientation Human Rights Health Health and Wellbeing is a priority in the WDC 2022- 27 Strategic Plan. Need to consider common raised concerns with less grass cutting. Physical environment can influence physical and mental health. The range of available research does not suggest that there is any increase of risk from Ticks between longer grass and shorter grass, and that longer grass may tend to reduce the abundance of some allergenic plants. Mowing urban lawns less intensely increases biodiversity, saves money and reduces pests - British Ecological Society Impact of mowing frequency on arthropod abundance and diversity in urban habitats: A meta- analysis - ScienceDirect Lawn mowing frequency in suburban areas has no detectable effect on Borrelia spp. vector Ixodes scapularis (Acari: Ixodidae) | PLOS ONE This may have a potential negative impact as a result in a reduction to use open as a result of reduced maintenance. Social & Economic Impact The maintenance of both urban and rural areas adversely impacts the perception of an area. Areas with a lower level of maintenance of grassed areas align with areas of higher deprivation and can impact on investment opportunities and local pride. Potentially negative in terms of perception of the area. Page 372
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Cross Cutting Any reduction in grass cutting reduces resource requirement. If numbers of seasonal operatives and/or grounds operatives reduced this adversely affects employment opportunities. Negative Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a requirement to reach a balanced budget. The provision fulfils the council's statutory obligations in relation to street cleaning and additional bins will be installed at key locations. There is no statutory requirement to maintain grassed areas. Will the impact of the policy be monitored and reported on an ongoing basis? Yes, through performance indicators Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1196: Areas with grassed areas not maintained or a lower level of street cleanliness align with areas of higher deprivation and can impact on investment opportunities however where appropriate areas of biodiversity will be introduced which supports the council's transition to net zero. In addition, additional litter bins will be installed if identified as required. Given past and ongoing interest in grass cutting, there may be an increase in concern and negative feedback about the appearance of areas. Concerns have also be raised in the past about potential health implications of longer versus shorter grass but available research does not indicate negative impacts. If grounds and/or seasonal operatives are reduced this adversely affects employment opportunities Page 373
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Assessment No 1102 Owner George Hawthorn Resource Regeneration, Environment and Growth Service Budget Regen’ FirstName Surname Job Title Head Officer George Hawthorn Manager of Democratic and Registration Services Members Alan Douglas, Chief Officer - Regulatory and Regeneration (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR 04 Remove Members’ Secretary The aim, objective, purpose and intended outcome of policy To achieve a saving by not filling a vacant post within the Members' Services team. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Elected members serving in West Dunbartonshire and in particular those with disabilities. Who will be/has been involved in the consultation process? Members will be consulted on all savings options prior to this decision being taken. Page 374
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Disability Reasonable adjustments and anticipatory duties: The law states that associations (which includes political parties) and local councils are required to make ‘reasonable adjustments’ to ensure that disabled people are not treated unfairly as a result of their disability and can “access existing rights, benefits, facilities or services in the same way as everyone else”. These reasonable adjustments cover policies and practices, premises and venues as well as additional aids (e.g. assistance animals) and services. This includes, for example, investing in portable audio induction loops for those with hearing impairments or allocating extra speaking time to people with speech impairments. Furthermore, councils and associations are required to anticipate the needs of disabled people and to make reasonable Some elected members have asked for additional support because of impairments they have. Negative. A reduced number of staff may make it more difficult to provide the additional support needed to those members with disabilities. This will need to be monitored but the team has managed to cope in recent months without a full establishment due to turnover. If support cannot be provided by the team it must be provided by someone else from the Council or on behalf on the Council. Page 375
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adjustments without disabled people having to request those changes be made. Social & Economic Impact Sex Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. It is possible that the reduction in number of staff will affect the team's ability to provide additional support to those elected members with disabilities. However, the team has managed to cope with a reduction in numbers due to turnover in recent months which suggests that the impact may be minimal. If support cannot be provided by the team at any point it must be provided by someone else from the Council or on behalf on the Council. Will the impact of the policy be monitored and reported on an ongoing basis? The team will monitor the impact of the reduction in consultation with elected members, especially those with disabilities who require additional support. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1102: It is possible that the reduction in number of staff will affect the team's ability to provide additional support to those elected members with disabilities. If support cannot be provided by the team at any it must be provided by someone else from the Council or on behalf of the Council, and in reasonable time. Page 376
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However, the team has managed to cope with a reduction in numbers due to turnover in recent months which suggests that the impact may be minimal. This will be monitored closely once implemented. Page 377
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Assessment No 1121 Owner Michael McDougall Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Michael McDougall Manager of Legal Services Members Annemarie Clelland, Service Coordinator (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR 17 Reduce Trading Standards The aim, objective, purpose and intended outcome of policy It is proposed that one full time equivalent post will be removed from the Trading Standards service. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Legal Services Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The Trading Standards service work to promote a fair marketplace and protect public safety. A reduction in the Service will impact on consumers and businesses within West Dunbartonshire. Who will be/has been involved in the consultation process? The Chief Officer of Regulatory and Regeneration, the Manager of Legal Services, and the Service Coordinator have been involved in this process. Page 378
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Trading Standards' work includes investigating scams. The elderly are particularly vulnerable to scams. This particularly relevant as 8.2% of West Dunbartonshire's population is 75 years and above. The use of call blockers and no cold caller zones can help reduce the risk of the elderly being scammed. Further, the use of call blockers and no cold caller zones can help older people to live independently. Trading Standard's work also involves tobacco and vaping enforcement. Smoking and vaping are detrimental to the health of the population and especially younger people. Enforcement of the age restrictions for the sale of tobacco and vaping products plays a key role in making sure that tobacco and vaping products are not available to young people. 17.4% of West Dunbartonshire's residents are aged 0 to 15 years old. Product Scams - Analysis of data from Action Fraud shows that fraud is increasing with recorded cases increasing from 36,105 in 2019 to 57,430 in 2022. Further analysis of those cases indicates that there are 157 elderly fraud victims a day. Further data reveals that pensioners lost £460 million in 2022 (this is up 10% from £417 million in 2021). Elderly victims are 2.4 times more likely to die or go into a care home than those who are not scammed. Tobacco/vaping - The Scottish Government's Tobacco and Vaping Framework identifies the following relevant evidence: The recent Health Behaviour in School-Aged Children 2022 (Scotland) reports that 3% of 11-year- olds, 10% of 13-year-olds and 25% of 15-year-olds said they had used an e- cigarette in the past 30 days. The report also found that there have been increases in current e- cigarette use since 2018 for 13-year-old girls (2% to 13%) and larger increases for 15-year-olds (girls 6% to 30% and boys 8% to 20%). Negative. A reduction in the Trading Standards service may have a negative impact on the Service's ability to investigate scams, product safety issues and to carry out enforcement work in relation to premises selling tobacco and vaping products. A reduction in this work will have a particular impact on the young and elderly given that they are at particular risk of harm due to their potential vulnerability. Page 379
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safety is particularly relevant to this age group given the risk relating to toys and feeding implements that do not conform to recognised safety standards. Trading Standards enforce these standards proactively and reactively. The World Health Organization (WHO) states that even though many of the long-term health effects of vapes use are still unknown, there is growing evidence to demonstrate that these products are not harmless to health and should be "strictly regulated." On a local level, the Trading Standards service is in possession of intelligence that local shops are selling vapes to young people. Product safety - Trading Standards are aware of issues relating to product safety where phthalates (cancer causing chemicals) are found in babies dummies and bottle tops, choking hazard from small ‘cottage’ style businesses modifying and making clothing and baby accessories but not submitting these products for appropriate testing. Cross Cutting Businesses or persons who are engaged in the supply and sale of counterfeit goods, illicit tobacco, or unsafe products and so on are recognised to often be engaged in are often engaged in practices such as modern slavery and human trafficking. These practices cause considerable harm to society and the individuals being exploited. Modern slavery and human trafficking - the link between these activities and activities relating to Trading Standards is recognised by Interpol and has been reported in the media. Negative - A reduction in the Trading Standards service may have a negative impact on the Service's ability to investigate complaints relating to illegal activity. Page 380
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Disability Persons with disability are at a higher risk of being victims of scams. For example, call blockers may assist in lowering their chances of being a victim of a scam. Action Fraud and the National Fraud Intelligence Bureau recognises that disabled persons are more susceptible to certain fraud types. Negative. A reduction in the Trading Standards service may have a negative impact on the Service's ability to investigate scams which may increase their activity in the area. Persons with disabilities may be disproportionately affected due to their increased risk of being taken in by a scam. Social & Economic Impact Trading Standards have responsibility for enforcing weights and measures legislation. Persons on low income who often shop in independent convenience stores are adversely impacted by retailers who sell short weight items or short measures, i.e. they are being "short changed". Trading Standards' inspections help address these issues. A key function of Trading Standards is to ensure that there is a fair marketplace. This means that regulations are applied to all businesses to make sure that all businesses are on an equal footing. The absence of regulations being enforced may embolden rogue traders. This may have a determinant impact on legitimate businesses. Weights and measures - Trading Standards work has identified businesses that are engaged in selling short weight items. Further a recent inspection program of licensed premises identified an 88% failure rate. Fair marketplace - by way of example Trading Standards routinely receive complaints from businesses of other businesses selling illicit tobacco. This selling of illicit tobacco harms the legitimate businesses. Negative - A reduction in the Trading Standards service may have a negative impact on the Service's ability to proactively inspect businesses and in responding to complaints. Further, it may facilitate the growth of rogue businesses if it is felt that Trading Standards' presence is diminished. Page 381
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Sex Need to consider differential impacts in terms of sex on staffing Unclear whether reduction in post would be more likely to affect male or female Unclear in terms of differential impact Gender Reassign Health Trading Standards have responsibility for enforcing product safety. Unsafe products are often sub-standard, causing health problems and injuries, even proving fatal. Products sold must conform with the relevant regulations. This is to protect the consumer and public from harm. Unsafe goods can be harmful in many different ways, from being choking hazards to a fire risk. The National Audit Office reported in 2021 that 3,000 house fires were caused by faulty appliances each year in the UK. The Trading Standards service can report locally of examples where unsafe goods have been sold that are choking risks or are contaminated by cancer causing chemicals. Negative - A reduction in the Trading Standards service may have a negative impact on the Service's ability to proactively address product safety issues. Human Rights Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Need to balance budgets requires all areas to be examined. Will the impact of the policy be monitored and reported on an ongoing basis? Page 382
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The Trading Standards service has various performance indicators that it has to complete for certain tasks, for example, tobacco and vaping products. These metrics will be measured moving forward. It is an area that is under public scrutiny and feedback from press, and Scottish Government on high profile issues such vaping. Q7 What is your recommendation for this policy? Pilot Please provide a meaningful summary of how you have reached the recommendation EIA1121; The Trading Standards service engages in a wide range of activities. Many of these activities involve work that will protecting people from harm. A reduction in the Service's staffing will mean that proactive work will by and large cease with officers’ time being consumed dealing with reactive work relating to matters that are statutory requirements. Older people and younger people and disabled people may be disproportionately affected by this change. This requires to be balanced with the wider needs of the Council. If the reduction in staffing is made, then the Service will have to consider how best to meet the needs of those groups moving forward. Page 383
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Assessment No 1200 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alan Douglas Chief Officer: Regulatory and Regeneration Members Chief Officer: Regulatory and Regeneration (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR18 – Reduce Records Management The aim, objective, purpose and intended outcome of policy To relocate Records Management to the Citizen and Regulatory Team of Legal Services with the removal of the Records Manager post. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None - internal. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? N/A Who will be/has been involved in the consultation process? RR management team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is you recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 384
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Screening 1200: The proposal has been screened. An Equality impact Assessment is not needed as the proposal is not relevant to any of the areas we assess: No employee will be displaced and there will be no effect on staff or services users. Page 385
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Assessment No 1098 Owner George Hawthorn Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer George Hawthorn Manager of Democratic and Registration Services Members Alan Douglas, Chief officer - Regulatory and Regeneration (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR19 Close of Clydebank Registration Office The aim, objective, purpose and intended outcome of policy To reduce the deficit in 2025/26 budget by closing Clydebank Registration Office to achieve a reduction of a 0.5 FTE registration post. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. The Senior Registrar has been consulted on this proposal. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? People living in the Clydebank area. Low-income families in the Clydebank area. Who will be/has been involved in the consultation process? The senior registrar has been consulted on the proposal. The Clydebank Registration Office was closed during the whole of the COVID pandemic period and during that time the registration service did not receive any complaints about the service being provided centrally from Dumbarton. Page 386
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The recent Budget consultation asked respondents to rank the priority they gave to various things. Under the category of 'Our Council' and how it provides services sections the two highest priority scores were: 'Maintain the number and location of public buildings including offices, depots, libraries and community facilities' and 'Maintaining current opening hours and service provision for services and buildings' Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Elderly persons may need to register the death of their spouse or partners. Young couples may have to register the birth of their newborn child. Birth and death registration can now be registered remotely by telephone, therefore there is no requirement for anyone with access to a telephone to travel to a registration office. During the period 20 July to 29 October 2024 only 9 persons attended the Clydebank registration with a birth or death registration enquiry. Both Scotland data through the SHS and Local Data through the Councils telephone survey would suggest lower internet use by older people. Older people are more likely to have impairments, one of the most common being some degree of hearing loss. There would be very little impact on this equality group as most persons will have access to a telephone and do not need to travel to register a birth or death or even request a certificate in person. Cross Cutting Need to consider how changes may impact on people who share more Consideration of the evidence included shows how factors may interact for Potential cumulative negative impacts for some. Page 387
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than one affected protected characteristic. Services need to be accessible to BSL users. some people e.g. sex, ethnicity, age and disability. Mitigation can be maximised to make services as accessible as possible. Disability The Council has a legal duty to ensure that its services are accessible to disabled people. Disabled person wishing to register a birth or death in Clydebank. Birth and death registration can now be registered remotely by telephone, therefore there is no requirement for anyone with access to a telephone to travel to a registration office. During the period 20 July to 29 October 2024 only 9 persons attended the Clydebank registration with a birth or death registration enquiry. There is no statistics held on file to confirm what percentage of persons registering birth or death have a disability but given the reduced number of people attending the Clydebank office it is likely that the numbers are extremely low. Both Scotland data through the SHS and Local Data through the Councils telephone survey would suggest lower internet use by disabled people. There would be very little impact as disabled persons are no longer required to travel to any registration office to register births or deaths providing they have access to a telephone. Social & Economic Impact Persons on low income may have to travel out with Clydebank to register birth and deaths. No statistics are held on the percentage of persons registering births or deaths who have low incomes. During the period 20 July to 29 October 2024 only 9 persons attended the Clydebank registration with a birth or death registration enquiry therefore it is likely that the numbers on Negative - persons on low incomes without access to a telephone may need to travel to Dumbarton or their nearest registration office to register a birth or death which could mean incurring some additional travel costs. Page 388
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persons with low incomes would be very low. Sex Need to consider differential factors around sex, in terms of finances, transport and caring responsibilities. Women are more likely to be in relative poverty than men, have more caring responsibilities and are more reliant on public transport. Potentially more negative for women than men noting the factors under 'evidence' e.g. transport. Gender Reassign Health Human Rights Marriage & Civil Partnership Pregnancy & Maternity Cross cuts with sex Cross cuts with sex Cross cuts with sex Race Persons whose first language is not English may have difficulty trying to register a birth or death over the telephone, but they may also experience similar difficulties while trying to register in person. The registration service has access to language line and translation services to assist persons of different race/nationality who have difficulty speaking and understanding English. There is also the option of using MS Teams with the family and the interpreter and also language line. There would be no additional impacts as remote registration and the language line service are available and in use. Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. While it is clear that will be some negative impacts on some equality groups, there are many mitigations in place to reduce the impact: remote registration, language line, translation service and the online certificate service. It should also be noted that on average a person will only require to register a life event on three or four occasions throughout their whole lifetime. Will the impact of the policy be monitored and reported on an ongoing basis? The registration service will monitor feedback via a customer survey and review on an annual basis. The survey will include diversity monitoring. Q7 What is your recommendation for this policy? Page 389
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Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1098: This is a cost saving proposal. All services with the expectation of Marriages and Civil partnerships can be carried out remotely. There would likely be some potential negative impacts on some equality groups, that is women, disabled people, some BME groups if they had to travel to the remaining office if a could not register online for any reason. Whilst the the average person will need to register a life event on three or four occasions throughout their lifetime, we recognize that these are significant and can be stressful. There are a number of mitigations in place to reduce the impact, to ensure that services are accessible as possible by other means. Dumbarton Registry Office would remain open. The Clydebank Registration Office was closed during the whole of the COVID pandemic period and during that time the registration service did not receive any complaints about the service being provided centrally from Dumbarton. Page 390
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Assessment No 1106 Owner Sharon Jump Resource Transformation Service Budget CCF FirstName Surname Job Title Head Officer Sharon Jump Facilities Manager Members Sharon Jump – Facilities Manager Margaret Lamont – Facilities Officer Jennifer McAdam – Facilities Officer Michelle McCorrisken – Facilities Officer (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title CCF04 – Review Facilities Management Operating Model The aim, objective, purpose and intended outcome of policy The FM Service Redesign will respond to evolving service needs, feedback received including as part of staff survey responses and Scottish Government policy changes. The revised model will provide additional support for frontline employees, introduce development and progression opportunities and ultimately deliver a more resilient, efficient and sustainable service. The changes deliver: • introduce first tier Cluster Manager role (Cleaning & Janitorial) provision to deliver SOM compliance and enhance frontline support • revised cluster model based on geographical areas across the authority • opportunity to implement new processes via technology supported via Digital Champions • opportunity to review ways of working, roles and service delivery to provide more resilient, effective and efficient service In summary, the process will incorporate: • review of current operating model and effectiveness • review of all frontline role profiles • creation of new Cluster Manager role (Cleaning & Janitorial, grade to be determined) • review of catering management (Cooks and Catering Managers) • consideration given to creating a Senior Facilities Operative roles (grade to be determined) • creation of Universal Facilities Operative role to allow for contingency across the service This would facilitate consistency of approach across the whole service in terms of management supports. The structure will: Page 391
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• increase support and supervisory presence with the number of cluster managers across the service • enable team leaders to line manage cluster managers and be Standard Operating Model (SOM) compliant. • increase capacity ensuring service standards are maintained and processes followed • increase resilience and capacity to respond to the increased face to face contact time required to support employee wellbeing, mental health, and Be the Best conversations • enable the team to better work in line with the Scottish Government Fair Work framework in terms of improving engagement with employees to ensure the ‘employee voice’ is heard. • provide for better employee engagement which is linked to lower rates of turnover, improved sickness absence levels and increased morale and job satisfaction. • create a more robust team which will be able to provide cover throughout the entire FM Service Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. FM Staff, HR, TUs, Education Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Staff Who will be/has been involved in the consultation process? Staff, HR, TU Page 392
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Given the composition of the workforce, and that the role of supervisors is required to ensure the smooth running of the service we need to ensure this will continue but will be more efficient and therefore effective. The Council needs to consider requests for flexible working. The workforce is predominantly female, resident in West Dunbartonshire. A significant number of the workforce are aged 50 plus. Older people are more likely to have impairment than older people thus crosscuts with disability Service Users – no impact • Service provided to schools and children, particularly schools meals and cleaning will not change. Employees – potentially negative. Staff may not be able or willing to change if new work pattern is required. Role specification may change to reflect current need and legislation, The structure redesign may involve work pattern/ work hours/ reduced hours or increased hours, less travel time/ reduced travel expenses. This may impact on income. It could also result in the person being worse off financially. Employees would be supported through existing policies including Switch and VS/ER may be an option for FM staff • Those with caring responsibilities / may not be able to move if new work pattern introduced. Positive – employees • There will be an increase in contracted hours for employees, this could benefit the workforce as they have access to more hours, than they did before this re-design. • Cross skilling and up skilling/ opportunities Less travel for some. Positive- Service Users Page 393
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• Service will be more resilient and effective ensuring provision is maintained. Cross Cutting Training needs analysis has been carried out. The Council needs to consider requests for flexible working. Interacting factors need to be taken into account. The introduction of new cluster managers will mean a change in operational supervision Training and supervision will be required to embed this. Positive; Knowledge transfer through training. Service strengthened and more resilient, staff team better supported. Opportunities for progression. Disability Ensure reasonable adjustments are in place for any staff who require them. The process of restructuring itself needs to accessible and make adjustments if required. Older people are more likely to have impairment than older people thus cross cuts with disability There are more disabled women than men in the UK, the only exception is among children under the age of 15. (DWP data for 20-23) Households with a disabled member are more likely to be in relative poverty than those with no disabled members. No anticipated Impact Reasonable adjustments will continue to be made as required. Social & Economic Impact Sex We need to take into account differential impacts. The Council needs to Profile of workforce. More woman will be affected than men. Potentially positive as opportunities for progression. Potentially Negative; The workforce is predominantly Page 394
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consider requests for flexible working. Women are more likely to be in poverty than men e.g. women make up 90% of single parents. Woman are more likely to be care givers. Women are more reliant on child care than men in terms of accessing employment. Failure to allow flexibility for someone to care for a child, or perhaps a disabled relative such as a parent, can potentially be indirect sex discrimination contrary to the Equality Act, on the basis that lack of flexibility tends to put female workers at a disadvantage as being more usually primary carers. A male worker who is a primary carer may now also be able to claim under s.19A (above “Same disadvantage” indirect discrimination). female. There could be an impact if the worker cannot move to the new work pattern/ role/ geographical area allocated. There could be a reduced income to the household. Those with caring responsibilities/may not be able to move to the new work model. However, support through Council policies including redeployment via Switch Gender Reassign Assess for any differential impact No evidence that proposals would No anticipated impact Page 395
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have any affect this group. Health Employee Wellbeing is of paramount concern and WDC aim to ensure that all relevant supports are in place to help employees and managers who need support and to help them maintain good health. Staff - The commitment to supporting employees remains of paramount importance. Any employees and managers affected by the changes required will be supported through all appropriate channels Implementation of this change may be a time of anxiety for those affected e.g. change of line manager, new areas to supervise. Each individual will be supported to make the transition to the new structure as smooth and comfortable as possible. Employees will be reminded of supports available as part of the consultation process and throughout Human Rights We need to ensure that services are provided in a way that is in line with the Human Rights Act/ECHR The redesign should support staff children's rights in terms of provision. See above under disability. Positive in terms of maintaining and improving provision. Marriage & Civil Partnership Assess for any differential impact No evidence that proposals would have any affect this group No anticipated impact Pregnancy & Maternity Some staff of child- bearing age working within FM, who are likely to experience pregnancy and maternity. WDC pregnancy and maternity Policy applies to all staff. No anticipated Impact. Race Assess for any differential impact. No evidence that proposals would have any affect this group No anticipated impact Religion and Belief Working shifts could impact on attending religious services. NRS analysis of population data suggests that Scotland is becoming more ethnically and religiously diverse. Employees – Positive Employees can request adjustments to their work pattern if suitable to the service. Page 396
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Sexual Orientation Page 397
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The service is currently not able to fully deliver, and resilience is a significant concern. A new model is required to address these challenges and create a sustainable service. Potentially positive and negative impacts. In mitigation as flexible an approach as possible will be in place in terms of shift allocation. Will the impact of the policy be monitored and reported on an ongoing basis? Employees will have the opportunity to feedback as part of the consultation process and working groups. In addition, service delivery will be monitored through delivery planning and performance monitoring. Employee surveys will be repeated in future to seek feedback once implemented. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1106: Details some potential positive impacts service users. There are a mix of potential positive and negative impacts for staff. As the vast majority of staff are female this means that this group would be more likely affected. A significant proportion of the workforce is over fifty and this crosscuts with considerations around sex. If some workers are not able to fit with the new shift patterns they could see some financial loss. The shift patterns may however offer more flexibility for some. Page 398
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Assessment No 1218 Owner Julie McGrogan Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Julie McGrogan Senior Education Officer Members Laura Mason - Chief Education Officer Andrew Brown - Senior Education Officer Alison Bowers - Senior Education Officer Claire Cusick - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU16 Reduce Secondary School Clerical Staff The aim, objective, purpose and intended outcome of policy In line with council modernisation strategy, the provision is being reduced to also align staffing ratios across the five mainstream secondaries. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Consultation with HTs, HR, TUs and staff regarding continuation of the service for the duration of the pilot project. Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Clerical Assistants based in secondary schools. Who will be/has been involved in the consultation process? Head Teachers, Business Managers, Clerical Assistants, TU’s, Education Officers, HR advisors, Staffing and Finance Officers Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Page 399
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Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Women/single parents; Priority group in terms of child poverty Clerical Assistants in our secondary schools are primarily female. Women are more likely to be income deprived than men. Around 90% of single parents are women. Negative Sexual Orientation Human Rights Health Social & Economic Impact Cross Cutting Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Council has a statutory duty to provide a balanced budget. Any potential reduction in staffing requirements could be managed through the SWITCH redeployment programme. Will the impact of the policy be monitored and reported on an ongoing basis? HR monitoring of the demographic of staff potentially affected. Feedback is expected from Head Teachers, Parents and carers, TU’s, Education Officers, HR advisors, Staffing and Finance Officers Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1218: Reducing the provision of clerical support hours in secondary schools will bring updated working practices and processes to secondary schools, reducing unnecessary duplication across establishments. Any potential reduction in staffing requirements could be managed through natural turnover of staff, and/or SWITCH redeployment programme. Page 400
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Assessment No 1049 Owner Alison Bowers Resource Transformation Service Budget Ed FirstName Surname Job Title Head Officer Laura Mason Chief Education Officer Members Alison Bowers - Senior Education Officer Andrew Brown - Senior Education Officer Claire Cusick - Senior Education Officer Julie McGrogan - Senior Education Officer Ellen Moran - Principal Educational Psychologist (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title EDU19 – Reduce Education Support Staff (ELC) The aim, objective, purpose and intended outcome of policy Saving for council through the reduction of the ELC central team by 0.5fte of one of the Education Support Officer posts. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. ELC Central Team service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? ELC Central Team, specifically Education Support Officers and ELC settings. Who will be/has been involved in the consultation process? Senior Education Officers, Principal Educational Psychologist and Finance. Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Cross Cutting Page 401
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Disability Social & Economic Impact Sex Need to evaluate differential impacts by sex. One of the officers has secured a post elsewhere so no member of staff with be displaced. Neutral Gender Reassign Health Human Rights UNCRC Article 28 - Children's right to an education. The quality of children's education could reduce due to reduced support from central team. This could have an impact on the time and quality of support that could be provided to ELC settings. Potentially negative impact in terms of 'provision'. Remaining central team will look to adopt more innovative approaches to reduce impact. Also aim to upskill managers within settings to ensure quality of provision for children and their education is not impacted. Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sexual Orientation Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. EIA 1037 - EDU 19 - This proposal will reduce the ELC central team Education Support Officer posts from 2 fte to 1.5 fte generating a saving but potentially bringing about increased workload for the remaining ELC central team. This could have an impact on the time and quality of support that could be provided to ELC settings. Will the impact of the policy be monitored and reported on an ongoing basis? ELC Central team will monitor impact on service provision. Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1049: This could have an impact on the time and quality of support that could be provided to ELC settings. Neutral in terms of staffing for existing employees. Impact would be for remaining team when new post would be for 0.5 FTE rather than 1 FTE. The existing team will adopt more innovative and autonomous approaches to manage revised workload. Page 402
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Assessment No 1182 Owner Arun Menon Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Arun Menon Business Support Manager Members Arun Menon and Victoria Rogers (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title PT05 – Review of Printing The aim, objective, purpose and intended outcome of policy In the last financial year (2023/24), expenditure on external printing services totalled £86,600. As part of the ongoing commitment to financial prudence and operational efficiency, a reduction in this budget is proposed. This proposal could save up to £10,000 per annum across general fund, which will aid with the significant financial gap the council faces. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Chief Officers, Strategic HR Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? The proposed reduction in expenditure on external printing services is unlikely to have a direct, significant impact on individual service users. However, certain stakeholder groups may be indirectly affected: Internal Council Services - Reduced printing budgets may require departments to adjust operational practices, potentially shifting to greater reliance on digital communication methods. This could affect teams that depend on printed materials for service delivery. Service Users - Service users with limited access to digital platforms or who rely on printed communications—such as older people, individuals with disabilities, or those experiencing digital exclusion—may be impacted if alternative accessible formats are not provided. Mitigation measures, such as ensuring digital and printed communications remain inclusive and accessible to all service users where required, should be considered to minimise potential adverse impacts. Who will be/has been involved in the consultation process? Chief Officers, Strategic HR Page 403
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Council communication need to be accessible across age groups Older people are more likely to less digitally Negative if there was significant impact on availability to produce alternative formats, that could not be mitigated through for example digital means or ensuring that sufficient capacity is available to meet specific requirements. Disability The Council has an anticipatory legal duty to ensure that its services are accessible to disabled people Council communications need to be accessible to disabled people Some disabled people are more reliant on printed media than non disabled people Negative if there was significant impact on availability to produce alternative formats, that could not be mitigated through for example digital means or ensuring that sufficient capacity is available to meet specific requirements. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Council communications need to be accessible Some members of some ethnic groups are more likely than others to need information in languages other than English Negative if there was significant impact on availability to produce alternative formats, that could not be mitigated through for example digital means or ensuring that sufficient capacity is available to meet specific requirements. Religion and Belief Sex Sexual Orientation Human Rights Health Social & Economic Impact We should have regard to the Fairer Scotland Duty It is good practice to also Potential less money spent with local businesses Local or regional printing firms that currently provide services to the council may experience Page 404
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consider the Scottish Consumer duty, though this will not come into full force until 1st April 2025 The Council has a target of 12% procurement spent on local enterprises, performance for 23/24 was 11.35% this needs to be balanced against the need to balance the Council budget. reduced demand, which could have economic implications for these businesses. Cross Cutting It is good practice to consider intersectionality Effects of proposals, positive or negative, may be multiplied being the member of more than one affected group. Being for example from a BME group, being a woman and either being disabled or having a disabled person in the household could be a multiple factor. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. The council has a duty to balance the budget. The Council has an anticipatory legal duty to ensure that its services are accessible to disabled people part of this relies on communications be accessible to disabled people. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1182: Potential negative impacts are more like to affect service users with limited access to digital platforms or who rely on printed communications—such as older people, individuals with disabilities, members of some ethnic groups or those experiencing digital exclusion—may be impacted if alternative accessible formats are not provided. Page 405
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Assessment No 1216 Owner Alison McBride Resource Transformation Service Budget P and T FirstName Surname Job Title Head Officer Alison McBride People & Change Manager Members Alison McBride, People & Change Manager Victoria Rogers, Chief Officer, People & Technology (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title PT13 Right Size Employer Benefit Saving The aim, objective, purpose and intended outcome of policy The Council has implemented Vivup, an employee health and wellbeing solution that delivers a single employee benefits platform which enables employees to more easily access the benefits available to them. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Strategic HR team Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? All employees can benefit from this if they choose to. Who will be/has been involved in the consultation process? Consultation has been undertaken via the TU convener meetings Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age VivUp is an online platform, requiring basic digital skills to access. All employees, The WDC workforce has a completely age diverse VivUp delivers a single employee benefits platform which enables Page 406
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regardless of age have access to a range of supports for digital skills development. workforce with a spectrum of digital skills ability and interest. employees to more easily access the benefits available to them. The platform enables employees to order goods with payment through the means of salary sacrifice or deduction. Repayments are on a 12, 24, 36 month basis directly through the employee’s salary. This creates an opportunity to generate savings for employees and the Council through reductions in National Insurance and Pension Contributions Disability Employees with disabilities will already have adjustments in place to enable equality of access to systems and supports. The WDC workforce contains colleagues with a range of different impairments including hearing loss, visual impairment and dyslexia. Adjustments are in place for each individual. Whilst the the benefits of Vivup for each employee will vary depending on how they choose to use it, impact on disabled people should be neutral. Gender Reassign N/A N/A N/A Marriage & Civil Partnership N/A N/A N/A Pregnancy & Maternity Employees on maternity leave will continue to benefit from access to VivUp. VivUp is an externally hosted site, easily accessed via a range of digital devices such as smartphones and laptops. Employees will be able to access employee benefits through VivUp during maternity leave. Race N/A N/A N/A Religion and Belief N/A N/A N/A Sex N/A N/A N/A Sexual Orientation N/A N/A N/A Human Rights N/A N/A N/A Health Employee Wellbeing is of paramount concern and WDC aim to ensure that all relevant supports are in place to help employees who need support and to help them maintain good health. The main aim of VivUp is to enable employees to more easily access the benefits available to them. The platform enables employees to order goods with payment through the means of salary sacrifice or deduction. Repayments are on a 12,24,36 month basis directly through the employee’s salary. This creates an opportunity to generate savings for employees and the Council through reductions in National The opportunity to pay direct from salary, while also saving on NI and Pension contributions can impact on financial wellbeing as well as overall health and mental health. Page 407
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Insurance and Pension Contributions Social & Economic Impact Maintaining and supporting the health and wellbeing of our workforce is very important. The majority of our employees live and work in the local area. VivUp aims to support health and wellbeing, providing easy access to benefits and support in times of need. It can help people to maintain good financial, physical and mental health, which has a positive impact on keeping people in work. VivUp provides easier access for employees and in doing so also aims to increase uptake of all benefits available, resulting in better health and wellbeing impacts for more employees. Cross Cutting All employees need support from time to time, and WDC provides a wide range of employee benefits and supports that some employees are either not aware of or are not accessing. With improved access to the benefits and supports through VivUp, the aim is that more employees will be able to take advantage of what is available to them WDC are committed to ensuring that all employees are supported and have access to benefits that will impact positively on their wellbeing - financial, health and mental health Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. No negative impact Will the impact of the policy be monitored and reported on an ongoing basis? Yes, use of VivUp will be monitored and reported as part of Employee Wellbeing updates Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation EIA 1216: Introducing VivUp is a management adjustment as the decision to go ahead has been taken and it will have been implemented with additional employee opportunities continuing to be added. We will ensure that the system is accessible, and that where needed, any adjustments are made for disabled colleagues. The platform enables employees to order goods with payment through the means of salary sacrifice or deduction. Repayments are on a 12/24/36 month basis directly through the employee’s salary. This create an opportunity to generate savings for employees and the Council through reductions in National Insurance and Pension Contributions. The platform is being rolled out incrementally and it is expected that savings will increase, however a conservative estimate of £50,000 has been assumed for 2024/25 (employee opportunities implemented from August so savings reduced by 1/3) and future years initially. This figure will be updated when data on actual employee uptake is available. Page 408
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Assessment No 1207 Owner Michelle Lynn Resource Transformation Service Budget Resource FirstName Surname Job Title Head Officer Laurence Slavin Chief Officer Resources Members Michelle Lynn Asset Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RES02 Right Size NDR Budgets The aim, objective, purpose and intended outcome of policy April 2023 marked the date of the next Non-Domestic Rates (NDR) revaluation, and the first to reflect the reforms introduced by the independent Barclay Review of Non-Domestic Rates. These reforms were to ensure that property values more closely align with prevailing property market conditions in Scotland. Where a property occupied by a public body is subject to a successful proposal or appeal, the financial benefit from the reduction in rateable value will result in a downward re-determination of revenue allocations at a subsequent fiscal event. WDC have begun the process of appeals with our local assessors to ensure that values are accurate. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. WDC Staff Members/Chief Officers Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Page 409
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All Council services, Elected Members and partner organisations including the Scottish Government. Who will be/has been involved in the consultation process? Michelle Lynn, Assets Manager- conducted this high level efficiency option ; Laurence Slavin, Chief Officer - Resources - interrogated this high level efficiency option; Performance and Monitoring Review Group, West Dunbartonshire Council - where informed of this high level efficiency option; Martin Rooney, Leader of the Council - was informed of this high level efficiency option; and David McBride, Deputy Leader of the Council - was informed of this high level efficiency option. If this high level efficiency option is to be taken forward to the next stage; staff, Trade Unions and Elected Members will be consulted. Page 410
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. No employees will be displaced as a result of this savings proposal. Will the impact of the policy be monitored and reported on an ongoing basis? Yes Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1207: Concludes that the proposal is not relevant to any of the areas we assess, and therefore does not require an impact assessment. Page 411
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Assessment No 1184 Owner Gail MacFarlane Resource Regeneration, Environment and Growth Service Budget R and N FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Grounds and Waste Manager Roads Manager (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RN14 Review of Footway Gritting Operational Methods The aim, objective, purpose and intended outcome of policy The proposal is to cease using footway tractors to undertake footway gritting but to undertake by hand gritting. This allows the squads to target areas that require additional grit due to wet spots etc. The completion of the footway gritting routes may take longer due to the treatment being more labour intensive. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads Service Grounds Service Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? N/A Who will be/has been involved in the consultation process? Page 412
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RN management team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing basis? Q7 What is your recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation Screening 1184: The proposal has been screened, since there is no impact on staffing or the services delivered to the public, no EIA is required. Page 413
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Assessment No 1213 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alan Douglas Chief Officer: Regulatory and Regeneration Members Alan Douglas (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title RR10 Combine Dog Warden and Pest Control Posts The aim, objective, purpose and intended outcome of policy Not to replace a dedicated dog warden on retirement but rather to assign the duties to the two existing Pest Control officers and restrict the current extensive Dog Warden duties to closer to the statutory role around control of stray and dangerous dogs. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Who will be/has been involved in the consultation process? RR management Team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 414
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Screening 1213: The proposal has no relevance any of the four areas (1- Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F), 2-Human Rights, 3- Health Impacts or 4- Social Economic Impacts, therefore no Equality Impact Assessment is required. Page 415
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Assessment No 1151 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alan Douglas Chief Officer: Regulatory and Regeneration Members Alan Douglas - Chief Officer: Regulatory and Regeneration (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR11 Lead Planner Replaced by Basic Grade Officer The aim, objective, purpose and intended outcome of policy To generate a saving through the removal of a Lead Planner post and its replacement with a basic grade planner with a focus on major projects if the latest round of recruitment to the Lead Planner post is unsuccessful. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Who will be/has been involved in the consultation process? R&R management team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Page 416
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Please provide a meaningful summary of how you have reached the recommendation Screening 1151: The proposal would not affect employees or services users. The proposal has no relevance any of the four areas (1- Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F), 2-Human Rights, 3- Health Impacts or 4- Social Economic Impacts, therefore no Equality Impact Assessment is required. Page 417
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Assessment No 1198 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alan Douglas Chief Officer- Regulatory and Regeneration Members Chief Officer: Regulatory and Regeneration (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR12 Antonine Wall The aim, objective, purpose and intended outcome of policy Halt future funding of the Antonine Wall project. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Planning Service Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? A study by SCARF (Scottish Archaeological Research Framework) into the Antonine Wall Project (Frontiers of the Roman Empire World Heritage Site: The Antonine Wall (https://scarf.scot/thematic/theantoninewall/) refers in turn to the Contemporary Values of the Antonine Wall including its locality and relationship to some of the most deprived communities in Scotland and references the project's potential as a catalyst for community change and regeneration, including within deprived communities. The inhabitants of such communities appear likely to be adversely affected if the project is cut short. Who will be/has been involved in the consultation process? Page 418
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No third party. EIA 500 detailed potential benefits, some of which have been delivered in stage 1 of the project. Page 419
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Assessment No 1199 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alab Douglas Chief Officer- Regulatory and Regeneration Members Alan Douglas (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR13 Review Environmental Health The aim, objective, purpose and intended outcome of policy The deletion of a post with the reallocation of the workload / cessation of elements of workload. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. None - internal Does the proposals involve the procurement of any goods or services? No If yes, please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? N/A Who will be/has been involved in the consultation process? RR management Team Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Page 420
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Screening 1199: The proposal has been screened. An Equality impact Assessment is not needed as the proposal is not relevant to any of the areas we assess: No employee will be displaced and there will be no effect on staff or services users. Page 421
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Assessment No 1164 Owner Alan Douglas Resource Regeneration, Environment and Growth Service Budget R and R FirstName Surname Job Title Head Officer Alan Douglas Chief Officer: Regulatory and Regeneration Members Alan Douglas (Please note: the word 'policy' is used as shorthand for strategy, policy, function or financial decision) Policy Title RR20 Development Planning and Placemaking The aim, objective, purpose and intended outcome of policy Deletion of 1x 1 FTE Policy Planning Officer (vacant post) within the Development Planning and Place team and the relocation of the Placemaking Co-ordinator to the Team to support the Development Planning team and retain a Placemaking function with the associated benefits to complex and large-scale applications and functions and the prospect of additional income from pre-application advice. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Manager of Planning, Building Standards and Environmental Health Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? Who will be/has been involved in the consultation process? Page 422
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Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing basis? No Q7 What is your recommendation for this policy? Introduce Please provide a meaningful summary of how you have reached the recommendation Screening 1164: No impact assessment is required as the proposed change has no relevance to any of the areas we assess. No currently occupied post will be deleted. The Placemaking Co- Ordinator post will be filled at the same grade but with a change in emphasis within a Job Profile that already contains some work of the nature envisaged. Page 423
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West Dunbartonshire Council Report by the Chief Officer - Resources Council: 5 March 2025 Subject: Capital Strategy 2025/26 to 2034/35 1. Purpose 1.1 The purpose of this report is to provide Members with West Dunbartonshire Council’s (the Council) updated capital strategy for the period 2025/26 to 2034/35. 2. Recommendations 2.1 To approve West Dunbartonshire Council’s updated capital strategy for the period 2025/26 to 2034/35. 3. Background 3.1 In December 2017, the Chartered Institute of Public Finance and Accountancy, (CIPFA), issued revised Prudential and Treasury Management Codes. As from 2019/20, all local authorities are required to prepare a Capital Strategy which provides: 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. 3.2 The Council’s first Capital Strategy was approved by Council in March 2019 and is subject to an annual update. 4. Main Issues Capital Strategy 4.1 The revised Capital Strategy covers the period 2025/26 to 2034/35 which is the same period covered by the revised Council capital plan reported to Council as part of a separate budget report to this Council meeting. 4.2 The updated strategy reflects new accounting standards which came into effect on 1 April 2024 which require all leases where the Council is lessee (with a few exceptions) to be accounted for on the Council Balance Sheet as assets. Accounting for these on the Balance Sheet will result an increase to the Council’s assets and long term liabilities. This will also result in an adjustment to Prudential and Treasury ITEM 7 Page 425
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Management indicators as it will increase 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. This change affects all councils; however this Council has a relatively low number of leased assets so the impact is not significant, approximately £450k is estimated for 2025/26.This does not have any additional revenue impact for the Council. 4.3 There are no other material changes to the strategy document. There are some minor changes in relation to updated information on dates for the various individual strategies which feed into the overall capital strategy. These strategies are approved at the appropriate Committees during the year. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no personnel issues. 7. Financial and Procurement Implications 7.1 There are no direct financial or procurement implications arising from this report. 8. Risk Analysis 8.1 While the appended report provides the capital strategy of the Council there are three main risks associated with long term capital planning. These risks are noted below along with assurances over existing procedures to mitigate these risks. Risk Mitigation Capital plans are not fully aligned to Council strategic objectives Council has controls included within the prioritisation and approval process to mitigate this risk. Non-deliverability of capital investment plans Council has management and monitoring controls, including regular capital budget reporting, that will assist in mitigating this risk. Inflation may increase capital expenditure levels, which may affect the capital financing and borrowing requirement leading to an increase in borrowing, Council has management and monitoring controls, including regular capital budget reporting, that will assist in mitigating this risk. This includes reconsidering the inclusion of capital projects in the capital programme due Page 426
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assuming no additional capital receipts are available to concerns around affordability. 9. Equalities Impact Assessment 9.1 An equalities impact screening has been carried out and has determined that a detailed assessment was not 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 The views of Legal Services have been requested on this report and have advised there are neither any issues nor concerns. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. 12.2 The capital strategy contributes to the Financial Strategy via the interdependency that exists between pro-active long term capital planning and the formulation of long term financial plans. _______________________ Laurence Slavin Chief Officer – Resources 13 February 2024 ______________________________________________________________________ Person to Contact: Chief Officer - Resources Council Offices, Church Street, Dumbarton Email: laurence.slavin@west-dunbarton.gov.uk Appendix: Capital Strategy 2025/26 to 2034/35 Background Papers: Prudential Indicators 2024/25 to 2033/34 and Treasury Management Strategy 2024/25 to 2033/34 (Council 6 March 2024) EIA Screening Wards Affected: No wards directly affected. Page 427
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Capital Investment Strategy – 2025/26 to 2034/35 Page 1 West Dunbartonshire Council Capital Strategy 2025/26 to 2034/35 APPENDIX 1 Page 428
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Capital Investment Strategy - 2025/26 to 2034/35 Page 2 March 2025 Contents Page Chapter One – Overview Introduction 3 Guiding principles 4 Linkage of capital plan to internal plans and strategies 4 External influences on capital planning 6 Chapter Two – Long term capital planning Governance process 9 Prioritisation and approval 11 Management and monitoring of the capital plan 14 Funding of the capital investment plan Capital grants and capital contributions 14 Capital receipts strategy 15 Revenue and other forms of funding 15 Borrowing 15 Alternative funding and delivery opportunities 16 Capacity to deliver 17 Skills and knowledge 18 Chapter Three - Investments and Guarantees Approach, due diligence and risk appetite 20 Investment properties 20 Impact of capital planning on investment strategy 20 Summary of material investments and guarantees 21 Chapter Four - Treasury Management and Prudential Indicators Governance process 22 Impact of capital investment on treasury management and prudential indicators 22 Chapter Five - Section 95 Officer Statements Statements on delivery, affordability and risk 25 Chapter Six – Action Plan Actions, timescales, outputs and outcomes 27 Page 429
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Capital Investment Strategy - 2025/26 to 2034/35 Page 3 Chapter One - Overview Introduction The Capital Strategy for West Dunbartonshire Council (the Council) provides an overview of how capital expenditure plans reflect the Council’s capital investment ambition while ensuring the links between capital investment, capital financing, treasury management, asset management plans/strategies and the Council’s revenue budgeting cycle and long- term financial planning are maintained. The Capital Investment Strategy is a reporting requirement introduced by the 2017 edition of the CIPFA Prudential Code. Local authorities produce many plans and strategies in the course of their operations; however, it is recognised that within the context of capital planning, there is a need to produce an overarching view that addresses the following key considerations: ensuring capital plans are aligned to the Council’s strategic priorities ensuring capital plans are affordable, prudent and sustainable demonstrating the linkage to local strategic and local asset management planning ensuring financing decisions are taken in accordance with good professional practice and a full understanding of the risks involved ensuring lifecycle revenue costs are understood demonstrating the Council has robust governance arrangements to support its capital planning activities. The Strategy is the policy framework document that sets out the principles to be used to guide the allocation of capital investment across the Council’s services and informs decisions on capital spending priorities within the General Fund 10 year capital plan (2025/26 to 2034/35) and the Housing Revenue Account (HRA) 5 year capital plan (2025/26 to 2029/30). Included within this strategy document is a statement by the Section 95 Officer on the delivery, affordability and risks associated with this strategy. Background The Council is ambitious and has plans to deliver significant capital investment over the next 10 year capital planning period across housing, schools, economic regeneration and infrastructure. The Council works in partnership with other agencies in the delivery of this investment, including the Scottish Government and Glasgow City Region City Deal. The Capital Investment Strategy takes account of the Council’s strategic priorities and considers any new investment within the context of outcomes, affordability, sustainability or spend to save. There is also recognition of the need to balance investment between maintaining current assets and infrastructure against the ambitions for acquiring new assets. The Council’s current capital programme is shaped and influenced by various associated strategies and plans, as illustrated as follows: Page 430
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Capital Investment Strategy - 2025/26 to 2034/35 Page 4 The primary purpose of the Capital Investment Strategy is to provide an overarching view of how various plans and strategies inform capital investment and to demonstrate this is affordable and sustainable. The associated plans and strategies each focus on specific priority areas and, through appropriate governance structures, ultimately shape and influence the investment plans delivered through the Capital Investment Programme. Underpinning the Capital Investment Programme is the Treasury Management and Investment Strategy and Loans Fund Policy. Both ultimately consider the delivery of the capital programme within the context of affordability and risk and apply a measurement of what this means against key prudential and treasury indicators. The aim being to demonstrate affordability and sustainability over the long term. COUNCIL STRATEGIC PLAN HSCP – Strategic Plan CAPITAL INVESTMENT STRATEGY Capital Investment Programme Treasury Management and Investment Strategy Loans Fund Policy LHS & Strategic Housing Investment Plan Asset Management Plans Local Outcome Improvement Plan (LOIP) Capital Expenditure Capital Financing Borrowing Loans Fund Governance Risk Economic Development Strategy Page 431
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Capital Investment Strategy - 2025/26 to 2034/35 Page 5 Plans and Strategies West Dunbartonshire Council Strategic Plan 2022-2027 The vision for the Council is to: “Deliver services which build on the strength and resilience of our neighbourhoods and supporting all residents to fulfil their individual potential, and that of their communities”. The Council has 5 Strategic Priorities that link to the Community Planning West Dunbartonshire’s Local Outcome Improvement Plan, with an overarching priority of reducing inequalities for the people of West Dunbartonshire, as illustrated below: Page 432
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Capital Investment Strategy - 2025/26 to 2034/35 Page 6 Health and Social Care Partnership Strategic Plan The strategic plan has been created in partnership with the third and independent sector, public health, community planning partners, local communities and people who use the service. The vision and our desire is to ensure that our citizens have access to the right care, at the right time and in the right place. It involves a range of activities, centred around a continuous cycle of “analyse, plan, do and review” and is iterative and dynamic to support collaborative system change across health and social care and all partners working in our communities. The HSCP Strategic Plan has identified the following Strategic Priorities: Early Intervention Access Resilience Assets Inequalities. Asset Management Plans The Council has a number of asset management plans, each of which covers a 5 year period. The following diagram illustrates the linkage between the overarching Corporate Asset Management Strategy and the underlying asset plans that are in place for each asset category. Corporate Asset Management Strategy 2022-2027 Property 2022-2027 Roads structures and lighting 2025-2030 Open Spaces IRED Delivery Plan 2025-2026Fleet and Vehicle Replaceme nt Strategy 2025-2026 Housing 2023-2028 ICT Delivery Plan 2025- 2026 Page 433
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Capital Investment Strategy - 2025/26 to 2034/35 Page 7 The overarching document is the Corporate Asset Framework which was approved on 1 February 2023 at Infrastructure Regeneration and Economic Development Committee. The aim of the Asset Management Strategy is to ensure that our assets are managed in a corporate, coherent and prioritised fashion, as a mechanism to support the delivery of key services; ensuring their efficiency and effectiveness in meeting the current and future needs of communities within West Dunbartonshire. Strategic well-executed asset management is an essential component for the Council and is fundamental to being able to demonstrate that the Council is delivering in the context of the Best Value agenda. The Council therefore has a responsibility to ensure that: assets are managed on a strategic basis so that they enhance and improve service delivery the asset base is aligned to the organisation’s strategic priorities and objectives and that they are managed in an active, effective and efficient manner. Sound and efficient management of our assets has a significant part to play in continuing to improve and develop our services to the Community. Therefore, core services such as Education, Health & Social Care Partnership, Housing, etc. must continue to articulate their strategic direction in the short, medium and long term and support the translation of these priorities and their implications in terms of asset requirements to enable the effective development and delivery of Services. Effective Asset Management as well as improving efficiency and effectiveness, can: generate resources through income by selling surplus assets generate long term revenue efficiencies as those assets would no longer be a burden on resources. The Corporate Asset Management Strategy is supplemented by individual asset management plans and Delivery Plans. These plans follow the guidance from the Chartered Institute of Public Finance and Accounting (CIPFA) advising that local authorities should classify assets under 6 categories: Property (including investment and disposals) Open Spaces Roads Structures & Lighting Housing Vehicle Fleet & Plant Information and Communication Technology (ICT). The Council’s approach to the management of these categories requires detailed asset management plans which have been developed within the context of this strategic framework and approved by the appropriate Committee for each category. Each of the asset management plans takes account of six key drivers which are promoted by CIPFA as being critical to effective asset management. These drivers in turn will Page 434
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Capital Investment Strategy - 2025/26 to 2034/35 Page 8 influence the capital projects that are both in the current capital investment plan and are proposed for future inclusion. The key drivers are: Condition Suitability Sufficiency Revenue Costs Accessibility Value. Local Housing Strategy 2022-27 and Strategic Housing Investment Plan 2023/24- 27/28 The key strategic outcomes for the Local Housing Strategy for West Dunbartonshire include ensuring the supply of housing meets the needs and aspirations of local people that they live in good quality homes which are located in strong, safe communities. The Strategic Housing Investment Plan (SHIP) sets out the priorities for affordable housing investment in West Dunbartonshire over the next five years: Health and Educational benefits Contribute to Regeneration of West Dunbartonshire Sustainable Investment Meet Local Demand and Aspirations Maximise Return on Investment and achieve Value for Money. The SHIP will secure investment across the Council and provide sustainable, affordable, accessible high quality homes which will contribute to the wider regeneration aims for the area. In addressing projected demographic trends in West Dunbartonshire new build homes will be designed for future needs of an ageing population with cognisance taken in the design stage for changing mobility needs. The SHIP supports the Health and Social Care Partnership to meet specialist housing need through dedicated supported accommodation projects. The Council also recognises that bringing former social housing stock back into social ownership can increase the level of housing stock available as well as supporting regeneration in the area. As such, a buy-back programme has been incorporated into the SHIP. Making sustainable investment in housing is a key priority within the SHIP and this is achieved by incorporating energy efficiency measures and renewable technologies within the new build programme. The developments benefit from a range of sustainable measures including solar photovoltaic panels, district heating schemes and design measures to minimise space heating demand. This investment aligns to the Council’s Environmental, Page 435
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Capital Investment Strategy - 2025/26 to 2034/35 Page 9 Sustainability and Climate Change Strategy in supporting affordable warmth to households across the Council. The regeneration of Council communities is a strategic priority within the Council Plan and the SHIP. Through housing led regeneration and the provision of high-quality homes, desirable communities are created where people want to live and which in turn can also attract private sector investment. Finally, it is recognised that new build housing also provides benefits to health, wellbeing and can contribute positively to educational attainment. New energy efficient, high-quality homes can alleviate symptoms in a number of respiratory illnesses and young people can benefit from improved cognitive development and less risk of behavioural issues when living in warm, high-quality housing. Other plans and strategies In addition to the asset management plans outlined above there are a number of other plans, strategies and approaches that influence the level and type of capital investment undertaken by the Council. West Dunbartonshire Strategic Plan Strategic service delivery plans Schools Estate Strategy Early Years Strategy Asset Disposal Strategy Regeneration charrettes. Capital Investment Capital Investment is a highly regulated area of finance and is clearly defined both externally and internally by CIPFA’s Code of Practice (underpinned by financial reporting standards) and the Council’s Capital Guidance document which can be located in the Treasury and Capital section of the Council’s intranet. In summary capital investment is defined as expenditure that can be directly attributed to the acquisition, creation or enhancement of items of property, plant and equipment or the acquisition of rights over certain longer term intangible benefits. In contrast revenue expenditure is incurred in providing a service on a day-to-day basis and the benefit is immediately consumed by the Council. The value of the Council’s assets as at 31 March 2024, per the unaudited accounts are detailed in the table below and illustrates the diversity and scale of the asset base: Page 436
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Capital Investment Strategy - 2025/26 to 2034/35 Page 10 Asset Classification £000 Operational land and buildings 446,382 Commercial land and buildings 39,807 Surplus assets 5,752 Assets under construction 54,774 Council dwellings 503,873 Infrastructure assets 171,768 Vehicles, plant and equipment 18,488 Community Assets 6,564 Total Asset Value 1,247,408 While this strategy focuses on the Council’s management of its own investment in assets, a wider view of capital investment throughout the Council area (by other public organisations and the private sector) will influence both the Council’s capital spend and the ability of the Council to meet its strategic priorities: Reducing inequalities for the people of West Dunbartonshire A strong local economy and improved job opportunities Supported individuals, families and carers living independently and with dignity Meaningful engagement with active, empowered and informed citizens who feel safe and engaged Open, accountable and accessible local government Efficient and effective frontline services that improve the everyday lives of residents. The Capital Strategy sets out a number of guiding principles, however a balance is required between guidance and prescription to allow a flexible approach to be taken and to enable the Council to adapt and reflect in times of uncertainty. The management of both the General Fund and HRA capital plans are supported by the Council’s financial regulations and financial code of practice. Guiding principles Long term capital investment plans cannot be developed in isolation but instead are informed by a number of key principles which are explored further in this document: Approach to borrowing - ensuring that the Council complies with the CIPFA Prudential Code and that borrowing is prudent, affordable and sustainable in the long term. Approach to development and monitoring of long-term capital investment plans - Page 437
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Capital Investment Strategy - 2025/26 to 2034/35 Page 11 ensuring all plans make a positive contribution to the overall Council strategic priorities and all plans are clearly linked to asset management planning and any other relevant plans/strategies. Approach to treasury management - ensuring there is a close relationship between long term capital investment plans and overall treasury management. Approach to financial planning - ensuring the impact of long-term capital investment plans are detailed within the Council’s Long Term Financial Plan and annual budget reports. Linkage of capital plan to internal plans and strategies Any capital investment plans undertaken by the Council must link to one of the Council’s key priorities and contribute to the documented aims and objectives. The capital bids are determined by a number of internal plans and strategies (as described above). External influences on capital planning The internal plans and strategies outlined in the previous section will determine the capital strategy for both the management of the existing asset base and future capital investment requirements; however external influences will impact on the Council’s ability to deliver the aims and objectives. The level to which the Council is able to mitigate against these externalities will depend on both the risk and materiality of them. External influences can be considered under a PESTLE analysis and some of the main externalities are explored in more detail below: Political Much of the activity undertaken by the Council is governed by statute and in turn this has implications for capital investment required by the Council. Examples of such statutory implications are: National housing policy School regeneration Scottish housing standards Energy efficiency standards. Economic Both the UK and the wider global economy have an impact on both the Council’s ability to undertake capital borrowing and effectively manage its asset disposal strategy. Capital borrowing considerations: o While the Council is able to borrow money from the money market or from the Public Works Loans Board to fund capital investment it is essential this is done in as efficient a way as possible to ensure best value for both Council tenants and Council taxpayers Page 438
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Capital Investment Strategy - 2025/26 to 2034/35 Page 12 o The Council takes a prudent approach to borrowing, paying particular regard to the robustness of the management and monitoring of the capital investment plan, loan charge forecasting models and the impact any deviations will have on the level of prudential borrowing required. Asset disposal considerations: o Those properties which have been declared surplus are grouped into three separate categories based on importance. In prioritised order, they are: Strategic sites – sites that could bring significant economic impact Rationalisation programme – land and buildings that are to be disposed of as part of any Council rationalisation programme Commercial and private – land and buildings with commercial and/or private benefit to interested parties. o The economic climate impacts on the Council’s ability to dispose of surplus sites as developers may or may not be able to move forward with development plans. The Council will fully consider the best way to market surplus assets/sites taking all relevant factors into account. Social Changes in the social and demographic profile of West Dunbartonshire (e.g. changes in the age profile of the population, household size, poverty levels, gender mix and life expectancy) all have implications for service delivery on a day to day basis and ultimately for the long-term management of the Council’s assets. Technological Changes in technology such as new ways of working, advances in delivering heating and lighting, etc. has the potential to impact on capital investment plans both in relation to the cost of implementation and the frequency of updates required. Legal Increasing complex capital investment plans invariably result in complex legal negotiations. In addition, legal and regulatory responsibilities of the Council have the potential to result in capital investment requirements such as protecting vulnerable residents. Environmental Climate change has far reaching impacts on the Council for capital investment. An example of this is the requirement to tackle the resulting environmental impacts such as flood management. Page 439
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Capital Investment Strategy - 2025/26 to 2034/35 Page 13 Chapter Two – Long term capital planning Governance process Capital investment within the Council is governed by a hierarchy of approval, scrutiny and monitoring processes, as follows: Council Committees Performance and Monitoring Review Group (PMRG) Strategic Asset Management Group (SAMG) Project Boards Chief Officers and capital budget holders Capital and Treasury teams Council In accordance with the CIPFA Prudential Code all capital investment must be approved by full Council prior to project commencement and any expenditure being incurred. The General Fund 10-year capital plan (2025/26 to 2034/35) and the HRA 5-year capital plan (2025/26 to 2029/30) will be submitted to Council on 5 March 2025 for approval and include both recurring and one-off projects with one off project budgets being approved in principle subject to business case approval. The responsibilities of Council in relation to capital are noted below: approval of capital plans approval and scrutiny of capital plan budget monitoring reports approval of budget virements oversight of specific capital projects if deemed appropriate. Page 440
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Capital Investment Strategy - 2025/26 to 2034/35 Page 14 Committees Service Committees are responsible for scrutiny of capital budgets, approval of business cases (if delegated authority from Council) and oversight of specific capital projects where required. The main Committees this applies to are: Corporate Services Committee Educational Services Committee Housing and Communities Committee Infrastructure, Regeneration and Economic Development Committee. In addition, the Health and Social Care Partnership is responsible for capital projects that would previously have been classed as social work projects. Performance and Monitoring Review Group (PMRG) The PMRG is led by the Chief Executive and membership includes all Chief Officers of the Council. This group is responsible for scrutiny of capital plans, budget monitoring reports and any other issues that require discussion prior to reporting to Committee/Council. Strategic Asset Management Group (SAMG) The SAMG was established in 2010 initially as a short life small working group to take a more strategic focus in relation to asset management and the contribution that an effective asset management strategy could make to the wider issues across the Council. Since that time the group has increased in both members and remit. Standing members include the following: Chief Officer - Resources (Chair) Chief Officer – Regulatory and Regeneration Chief Officer – Roads & Neighbourhood Chief Officer – People & Technology Chief Officer – Health and Social Care Partnership Asset Manager Finance Manager Finance Business Partner (Capital) Finance Business Partner (HRA) The remit of the group is to: ensure the most efficient use of the Council’s capital assets in pursuit of the Council’s strategic priorities review Asset Management plans prior to PMRG/Committee consideration ensure that capital spending is aligned to the Council’s strategic priorities make recommendations on the prioritisation of spending to maximise the impact on those strategic priorities including recommendations on annual refresh of the capital programme drive the rationalisation of the Council’s operational properties, and decide on the allocation of space to services as required by that process Page 441
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Capital Investment Strategy - 2025/26 to 2034/35 Page 15 receive updates on the financial and physical progress of capital spending and individual capital projects scrutinise the performance of the capital spending programme and of individual capital projects and make recommendations to PMRG where necessary scrutinise delivery of the Asset Disposal Strategy and linked capital funding expectations drive improvements in capital programme and capital project management. Project Boards Where appropriate major capital projects within similar themes are reported to individual Project Boards. Each project board will have a project sponsor who is ultimately responsible for the project objectives and outcomes. Chief Officers and capital budget holders Once a capital project has been approved capital budget holders (and ultimately Chief Officers) are responsible for the implementation of the project. Depending on the scale and nature of the project the budget holder may need to engage the services of other Council departments such as planning, consultancy services, procurement, etc. Capital and Treasury Teams The Capital and Treasury Team is responsible for preparing annual capital plan refresh documentation, budget monitoring, determining capital finance requirements and assisting with financial/business case analysis as and when required. The Treasury team also undertakes all treasury management functions within the Council including the preparation of the annual treasury management strategy and prudential indicator information thus ensuring the linkage between capital investment and these core documents. Prioritisation and approval The Council has separate capital plans for both the General Fund and the HRA. The General Fund plan covers a 10-year period with the next update in March 2025 being for the period 2025/26 to 2034/35. The HRA capital plan covers a shorter period of 5 years for the period 2025/26 to 2029/30 (backed up by a 30-year HRA business plan). Both the updated General Fund and the HRA capital plans will be submitted to Council on 5 March 2025 for approval and is just one part of the cyclical annual capital process. The prioritisation and approval process for each are slightly different due to the different nature of the projects involved and the strategies/plans that underpin them. It is important to maintain a list of “shovel ready” projects to ensure sufficient flexibility in the process to take advantage of any funding opportunities that may occur mid-year or fill any gaps where programme reprofiling is required. The management of capital investment planning follows a cyclical process as follows: Page 442
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Capital Investment Strategy - 2025/26 to 2034/35 Page 16 Re- profilling of existing capital projects Analysis of new capital bids Determine funding gapReview and scrutiny of draft capital plan by SAMG Council approval Upating of capital plan Management and monitoring of capital plan Existing capital projects are subject to regular review to determine the likely profile of capital spent taking into account the nature, complexity and risk of the project. This exercise is carried out in conjunction with ongoing budget monitoring. It is always difficult to make choices between competing priorities as funding requests will normally be in excess of finance available. As highlighted above the process involved is slightly different for both General Fund and the HRA with the key differences detailed below: General Fund – due to the nature of the General Fund being multi-functional if a specific scheme is to be recommended for approval there will be a requirement for a capital bid template to be completed and submitted to the capital team. The following are some of the details to be provided by prospective budget holders: confirmation that the project meets the definition of capital investment the project must be scored by the budget holder according to how well the project meets a number of corporate priorities, financial and non-financial criteria anticipated budgetary requirements anticipated resources which may be either full or partial grant funding anticipated revenue impact of the project which may be either positive, neutral or negative risk analysis. A full review of the Council’s capital reporting was undertaken in 2023/24 and was implemented from April 2024. Projects are reported live and where changes are required for Page 443
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Capital Investment Strategy - 2025/26 to 2034/35 Page 17 reprofiling or budgets these are reported to the Strategic Asset Management Group (SAMG) in the first instance for agreement and then to Council for approval and Committee for noting, as they arise rather than previously where they were updated annually. Each reporting period a report is presented to SAMG where discussions are held about projects and whether they need to be reported as off-track. Where projects are agreed as off-track, they are then detail in the reports for Council requesting approval and Committee for noting these projects detailing whether they are off track due to requiring additional budget or due to delays in project completion. In addition, any projects requiring to be reprofiled are noted. HRA – Unlike the General Fund capital investment plans are not subject to a bidding process but instead are primarily driven by stock condition survey results; ongoing housing regulations; and new build investment plans. The proposed capital investment must be affordable within the parameters of the HRA 30-year business plan. Overall - Once all potential capital investment has been identified an analysis of likely capital resources (e.g. grants, receipts and contributions) is carried out to identify any funding gap which in turn will: determine the level of prudential borrowing and likely revenue impact re loan charges that would be required if all potential capital investment was approved by Council flow through to both the treasury management strategy and prudential indicator calculations inform the revenue budget process inform the long-term finance strategy. The draft capital plan refresh for the General Fund (covering both investment plans and the anticipated resources in place to finance those plans) is reviewed and scrutinised by the SAMG prior to being submitted to Council for approval. This group challenges the phasing and deliverability of capital projects at each of its meetings. Documents are produced for council outlining recommendations for updates to the existing capital plans. These documents form part of an overall finance budget report covering both capital and revenue impacts to ensure that the linkage between both types of expenditure are clear. Any new projects required are added throughout the year after being agreed by SAMG and then reported to Council requesting approval. Capital projects are defined as either recurring or one-off projects. Recurring projects relate to ongoing investment requirements on the core asset base such as building upgrades and roads infrastructure works. The funding for one off projects are approved in principle with a detailed business case requiring to be approved by the relevant service Committee prior to project commencement. Any projects which are subject to unconfirmed external funding are also approved in principle and should not commence until grant offer letters have been received. Page 444
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Capital Investment Strategy - 2025/26 to 2034/35 Page 18 Once the capital plan is updated for all approvals obtained at council, final confirmation of available budget is communicated to budget holders to allow the management and monitoring part of the capital cycle to commence. Management and monitoring of the capital plan The capital plan is monitored on a bi-monthly basis via a combination of verbal updates on small/low risk budgets and face to face meetings for material/high risk budgets. Monitoring is carried out for both investment expenditure and anticipated resources. A review of capital monitoring was undertaken in 2023/24 with changes implemented in 2024/25. The revised approach provides a greater focus on projects which are anticipating overspends or delays, including explanations of the root cause, and possible options for rectification. Monitoring reports follow the governance cycle and are reported in a hierarchy from the SAMG and PMRG to Council and Service Committees with the Project Boards receiving more detailed project updates. An example of the monitoring reports prepared can be found on the West Dunbartonshire Council's Committee Management Information System (CMIS) under the relevant Council/Committee meeting. Funding of the capital investment plan Capital grants and capital contributions Grants may be awarded to the council for the purpose of carrying out either a specific project or a general aim. In either case certain conditions will be imposed by the establishment awarding the grant which need to be adhered to. Failure to adhere to the conditions may require the grant to being repaid. Grant finance can come from a number of sources such as the Scottish Government, UK Government, Strathclyde Partnership for Transport (SPT), etc. Capital contributions arise when funds are provided to the Council by way of a non- refundable and unconditional gift. The capital involved can vary in nature. Cash is an obvious example, but a capital contribution may also be by way of property or services provided. Capital receipts strategy Capital receipts that are received are held in either the Capital Receipts Reserve or Capital Fund and can only 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)”. As such it is generally considered that use of the Capital Fund is restricted to (a) funding capital expenditure by the Council or (b) repayment of loans principal and premiums. The Council takes a balanced view in the application of capital receipts and the current strategy is to apply capital receipts to funding the repayment of loans principal, in line with Page 445
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Capital Investment Strategy - 2025/26 to 2034/35 Page 19 legislation and Scottish Government guidance. The use of receipts is considered on an annual basis when Council considers and sets its revenue and capital budgets. Revenue funding The situation may arise where the Council requires to either create or enhance an asset; however, the project is not part of the approved capital plan. In this case where no capital resources have been previously allocated to the project a funding option that can be utilised is known as Capital Funded From Current Revenue (CFCR). As the name suggests under CFCR revenue budgets are used to finance the capital project. This allocation must be taken account of when estimating future revenue budget. Other forms of funding In addition to the traditional sources of funding outlined above the Council will explore the following where appropriate: Leasing and Hire Purchase Agreements A lease is a form of contract whereby the Council (lessee) pays an annual charge which is comprised of capital and interest to the finance company (lessor) for the use of an asset. This is normally used for vehicles, plant, furniture and equipment. Up until financial year 2024/25 these are not all required to be accounted for on the Council’s balance sheet, however this changes from financial year 2024/25, where most leases will be accounted for on the balance sheet. Public Finance Initiatives - Public Private Partnerships (PPP), Non-Profit Distributing (NPD) and hub financing models Public Finance Initiatives, as a generic term and approach are normally used as a method of financing new buildings and some of the types of buildings as reported by HM Treasury range from new schools and leisure centres to hospitals. The Council didn’t access any such funding from the original PFI scheme but used a PPP scheme to fund new schools with Scottish Government funding support). Since PPP was terminated as an approach for new investment the Council has used the NPD approach via the West hub to fund Our Lady and St. Patrick’s High School. It is likely that the Scottish Government will replace the NPD approach with a new approach for further schools regeneration funding. Under these financing approaches the Council does not own the asset, but the asset is constructed and financed by a private contractor and the Council pays an annual charge for the use of the asset for a specified period of time. At the end of the contract the asset ownership passes to the Council. Unconventional Finance If the Council has any fixed assets bought or constructed with financing that does not take the form of simple borrowing, the future liability should be capitalised. Borrowing The current guidance for a Council’s level of borrowing is the CIPFA Prudential Code (revised December 2021). The following extracts from the Code and the Local Government Page 446
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Capital Investment Strategy - 2025/26 to 2034/35 Page 20 Scotland Act 2003 summarise the Code’s approach to level of borrowing (self-regulating) and the governance that should apply: Prudential Code (Executive summary – E3): “The objectives of the Prudential Code are to ensure, within a clear framework, that the capital expenditure plans of local authorities are affordable, prudent and sustainable”; and Local Government Act 2003 (Part 7 [Finance] – 35(1)): “It is the duty of a local authority to determine and keep under review the maximum amount which it can afford to allocate to capital expenditure”. A change to the Accounting Code of Practice was implemented as at 1 April 2024. Overall, these new or amended standards are not expected to have a significant impact on the Annual Accounts in future years. IFRS16 Leases will require local authorities that are lessees to recognise these leases on their Balance sheet as right-of-use assets along with the corresponding liabilities, except for low value and short term leases. CIPFA/LASACC have deferred implementation of this until 1 April 2024. In 2024/5, the Authority will apply IFRS 16 Leases as adopted by the Code of Accounting Practice. IFRS 16 will mean that the majority of leases where the Council act as lessee will come onto the balance sheet and lessor accounting is effectively unchanged. The main impact of the new requirements is that, for arrangements previously accounted for as operating leases (i.e. without recognising the leased vehicles, plant, equipment, property and land as an asset and future rents as a liability), a right-of-use asset and a lease liability are to be brought into the balance sheet at 1 April 2024. Leases for items of low value and leases that expire on or before 31 March 2025 are exempt from the new arrangements. IFRS 16 will be applied retrospectively, but with the cumulative effect recognised at 1 April 2024. This means that right-of-use assets and lease liabilities will have been calculated as if IFRS 16 had always applied but recognised in 2024/25 and not by adjusting prior year figures. As a lessee, the Authority has previously classified leases as operating or finance leases based on its assessment of whether the lease transferred significantly all of the risks and rewards incidental to ownership of the underlying asset to the Authority. Under IFRS 16, the Authority recognises right-of-use assets and lease liabilities for most leases – i.e. these leases are on-balance sheet. The Authority has decided to apply recognition exemptions to short-term leases and has elected not to recognise right-of-use assets and lease liabilities for short term leases that have a term of 12 months or less and leases of low value assets. The Authority recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term. It is anticipated that the application of the Code’s adaptation of IFRS16 will result in the following additions to the balance sheet: £2.200m Property, plant and equipment – land and buildings (right-of-use assets) Page 447
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Capital Investment Strategy - 2025/26 to 2034/35 Page 21 £1.620m non-current creditors (lease liabilities) £0.400m Current creditors (lease liabilities). Under the prudential system, individual authorities are responsible for deciding the level of their affordable borrowing, having regard to CIPFA’s Code, which has been given legislative backing. The system is designed to encourage authorities that need, and can afford to undertake capital investment, to do so. The Council’s Section 95 officer is responsible for determining and presenting possible capital investment options to Elected Members and offering them professional advice. However, it is the duty of Elected Members to balance the constraints of affordability with the demands of services for capital investment, and in all but most exceptional cases it will be for elected members to make the necessary judgement. The ability to borrow additional money in this way comes with increased responsibility and a need for greater transparency in decision making such as what capital projects to borrow for, how much to borrow and when, where to borrow from, how long to borrow over, and so on. The risks associated with a significant capital plan and a significant level of borrowing can be mitigated and indeed should be mitigated as “business as usual”. All capital projects are supported by the Council’s governance process and should have: adequate project management and/or project boards suitable skills for the delivery of the project, tax planning, cash flow clear operational plan for the use of the asset clear assumptions on phasing of spend taking into account optimism bias clear business case analysis where appropriate use of specific Committees security and due diligence on loans and purchases use of external advice where appropriate project contingencies full tender process Regular and transparent reporting to members. Alternative funding and delivery opportunities The Council will consider alternative methods of supporting capital investment within West Dunbartonshire using alternative funding and delivery opportunities where opportunities arise which are financially viable and positively contribute to the Council’s strategic priorities. Capacity to deliver The capacity of the Council to deliver its long-term capital investment plans depends upon the following: affordability of capital investment plans project officer capacity interdependencies with other projects Page 448
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Capital Investment Strategy - 2025/26 to 2034/35 Page 22 skills and knowledge. The affordability of capital investment plans is covered both within the capital investment cycle as detailed above and the treasury management and prudential indicators section of the strategy covered in chapter 4. The ability to have “shovel ready” capital projects primarily relates to recurring capital investment projects such as building upgrades. Such investment plans are mostly driven by the outcome of condition surveys which enable officers to plan capital investment needs in advance of funding being available. This combined with the long-term planning horizon of the capital investment plan mitigates the risk of lack of capacity in this area. Project officer capacity relates to the reliance of the project on the ability of the Council to both access and co-ordinate technical and professional expertise which is primarily internal to the Council and varies depending on the complexity and nature of the capital investment required such as: Project managers Planning and building control Environmental health Roads Legal Financial Procurement Other stakeholders The long-term planning approach to capital investment will ensure that project officer resources are aligned appropriately to the needs of each project as required. While many capital investment projects are “stand alone” such that the delivery of them has no material impact on the delivery of others (other than potentially competing for technical and professional expertise), there are a number of capital investment projects where there is a high level of interdependency and thus increased levels of risk associated with delivery. Where such interdependencies exist, the Council will ensure that project officers and all those involved in project development and implementation maintain regular communication with any issues/concerns/decisions required being highlighted and discussed as appropriate via the capital governance process as detailed above. Skills and knowledge The Council will seek to draw upon internal skills and knowledge wherever possible; however, this may not be possible for a variety of reasons. Project officer capacity issues may arise where the available resource in-house is insufficient to meet project demand either due to staffing vacancies or a number of Page 449
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Capital Investment Strategy - 2025/26 to 2034/35 Page 23 projects requiring the same technical and professional expertise at the same time thus creating a bottleneck. The expertise required is highly specialised and the Council does not have any resource in-house with the knowledge base at the appropriate level. Where the Council is unable to utilise internal skills and knowledge (and it is considered essential to the successful implementation of the capital investment project) external expertise will be brought in on a contract by contract basis in accordance with procurement rules. The cost of such expertise will be included in the overall budget set aside for the relevant project. External expertise is more likely to be contracted in where projects are highly complex and/or of a specialist nature. Chapter Three – Investments and Guarantees Approach, due diligence and risk appetite The approach to investments and guarantees will be to fully consider the following prior to recommendation: level of financial and economic benefit to the Council whether held on a cash or non-cash basis impact on wider service objectives impact on wider community risk profile of investment. Investment properties Linked to its approach to asset management planning and the increasing trend for commercialism the Council will consider, where appropriate, the purchase or development of land and property as an investment to both generate an ongoing income stream or to realise an increase capital value in the future. Any such purchase or development will only be recommended to members for approval following the development of a robust business case that clearly demonstrates financial and economic benefit to the Council. Impact of capital planning on investment strategy Long term capital planning has a material impact on the Council’s investment strategy which forms part of the annual treasury management and prudential indicators strategy report covered in chapter 4 of this document. The process for investment strategy covers a wide range of Council investments and will be broadly managed in the following way: 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 the liquidity requirements outlined above. Page 450
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Capital Investment Strategy - 2025/26 to 2034/35 Page 24 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 types of investments will predominately 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. In relation to cash investments it is important to determine the likely profile of capital spend as the timing of such investment plays a crucial part in the ability of the Council to maximise the investment return on surplus funds. In relation to service and non-service type investments the investment strategy must be future proofed in that all potential investments must be listed as a permitted investment. Summary of material investments and guarantees Material investments The Council currently holds long term investments which generate annual investment income as noted below: Clydebank Property Company Previously known as Clydebank Rebuilt this was a pathfinder urban regeneration organisation, limited by guarantee and included a commercial letting company (industrial units) and a registered charity (the Titan Trust). On 11 August 2014, following the transfer of the Titan Crane to the Property Company, the Council bought the commercial letting company with a view to continuing its regeneration objective. District Heating Network West Dunbartonshire Energy District Heating Network on the Queens Quay is Scotland’s first large-scale water source heat pump district heating scheme. WDC has established an Energy Supply Company (ESCo) to manage the operation of the network. The ESCo is a Limited Liability Partnership (LLP) structure and is 99% controlled by WDC. The company name is West Dunbartonshire Energy Limited Liability Partnership (WDE LLP). That said, WDE LLP (The ESCo) is a separate legal entity from West Dunbartonshire Council. The WDE LLP Board is made up of three Elected Members, two expert advisors, and one community representative. Guarantees Page 451
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Capital Investment Strategy - 2025/26 to 2034/35 Page 25 Loans for a capital purpose may be approved by Council subject to an appropriate business case and due diligence including, as appropriate, guarantees to secure the repayment of the loan. Business Loans Scotland In December 2018, Business Loans Scotland was appointed as the Fund Manager, under contract to the Scottish Growth Scheme to deliver a new £10 million debt fund, on behalf of the Scottish Government. Business Loans Scotland is a company limited by guarantee and has as its Members all 32 Scottish Local Authorities. The company is governed by Articles of Association and Members’ Agreement where WDC is a member. In all investments and/or guarantees entered into by the Council the risks associated with the activity will be clearly weighed up against the long-term benefits which may be both financial and non-financial in nature. The Council will seek to protect its position at all times via robust governance and legal processes. Chapter Four – Treasury Management and Prudential Indicators Governance process The treasury management service is an important part of the overall financial management of the Council’s affairs with 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 – revised December 2021). Closely linked with treasury management is the prudential regime for capital investment. Whilst prudential indicators consider the affordability and impact of capital investment decisions, the treasury service covers the effective funding of these decisions. Section 56 of the local government (Scotland) act 1973 Act permits local authorities in Scotland to discharge their functions by Committees. Exceptions include setting the Council tax (s56 (6) (b)) and borrowing money (s56 (6) (d)), which requires the authority, that is full Council, to discharge. As a result of Section 56, both the prudential indicators and the treasury management strategy are required to be approved by full Council before the start of the financial year. The CIPFA Treasury Management Code of Practice requires greater elected member scrutiny of the treasury polices with one of the key clauses being that a responsible body is required to ensure effective scrutiny of the treasury management strategy and polices. Within West Dunbartonshire Council the Audit Committee provides further scrutiny after Council has considered the policies. As a requirement of the Code the Council included the following documents within its “Prudential Indicators 2023/24 to 2032/33 and Treasury Management Strategy 2023/24 to 2032/33” report which was approved by members in March 2024: Treasury Management Policy Statement (the policy) Page 452
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Capital Investment Strategy - 2025/26 to 2034/35 Page 26 Treasury Management clauses Treasury Management role of the Section 95 Officer. 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 term capital planning approaches, the current treasury management and prudential indicators are provided (where appropriate) covering the period to 2032/33. An updated strategy will be submitted for approval in March 2025 which will extend this period to 2033/34. Impact of capital investment on treasury management and prudential indicators There are clear links between the Capital Investment Plan to the Treasury Management Strategy and Prudential Indicators. These are also subject to review and oversight by members at Audit Committee and Council. Capital investment plans Treasury management Prudential indicators Treasury management The treasury management strategy covers: the Council’s debt and investment projections limits to the Council’s borrowing activity Information on 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. Any new borrowing increases the Council’s overall liabilities that will need to be repaid in the future. This generates a greater financial risk to the Council’s two main Funds as the Page 453
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Capital Investment Strategy - 2025/26 to 2034/35 Page 27 value of borrowing increases as additional borrowing increases the level of interest and principal repayment costs that it will incur each year. This is currently increasing due to previous investment decisions of the Council linked to the Councils priorities as described earlier in this document. The updated 2024/25 Treasury Management Strategy indicated that the Council is likely to generate a borrowing liability of £933.730m and ongoing fixed costs of approximately £45m per annum by 2025/2026 and increasing over time in line with planned capital spend (split between General Fund and HRA). Following a review of the PWLB regime by the UK Government a new set of governance arrangements were introduced to reduce the use of PWLB by Councils on what were seen as speculative commercial investments by some English Councils. Following this the PWLB interest rates were reduced by 0.1% and remain at lower levels than market rates. The current strategy is to borrow short term while converting a fixed percentage of short term into longer term debt over a 20-year period, depending on market conditions. The Treasury Management and investment Strategy of the Council will take full cognisance of the capital plan update and is reported to Members in accordance with the Treasury Management Code of Practice. There are a number of risks associated with the funding of capital investment decisions which are explored (including mitigation strategies) in more detail within the individual strategy documents. In summary these can be defined as: Increasing borrowing liability Increasing revenue impact of capital investment (loan charges) Interest rate risk Counterparty risk. Security and liquidity in financial markets. Prudential indicators The Council is required to approve the following prudential indicators to ensure the financial risks of borrowing are recognised and considered appropriately: Capital Expenditure Capital Financing Requirements Forecast and estimates of the ratio of financing costs to Net Revenue Stream. In addition to the above Council is also required to approve the policy for loans fund advances. Prudential indicators are prepared taking both the audited financial accounts and the capital plan update into consideration and therefore the risk that the indicators vary from forecast is directly correlated to the extent to which the capital investment plans, and the associated resourcing of those plans is managed effectively Page 454
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Capital Investment Strategy - 2025/26 to 2034/35 Page 28 Chapter Five – Section 95 Officer Statement on delivery, affordability and risk Delivery The delivery of the individual projects in the capital plan are directly linked to the original approval of the capital plan supported by the governance process outlined with projects being support by budget holders and (where appropriate) project sponsors who are responsible for the delivery of each approved project and the subsequent achievement of the objectives of that project. The governance process enables the SAMG, PAMG and Elected Members to review and challenge the delivery of projects and any changes to both the timing and value of the Capital Plan. Affordability Affordability is critical in applying the capital strategy and approving projects for inclusion in the capital plan. This is demonstrated by the interdependency of the annual capital plan refresh or update; the revenue budget report and the annual Treasury Management Strategy – which provide Elected Members with key information about the levels of debt and estimates of affordability in short, medium and longer term. All projects need to have a clear funding source. If external funding such as an external grant is to be used there needs to be a clear funding commitment in place prior to the project commencing. The affordability of each project needs to be clear, not only for the funding of the capital spend but also to cover any ongoing costs of the operation and funding of that capital spend. Where borrowing is to be used the affordability is of greater importance and the affordability has to include the interest costs of that borrowing and the provision for the repayment of the borrowing. This repayment is matched to a prudent asset life and any income streams estimated to fund this asset must be sustainable. The “rules” around the governance of this borrowing is outlined in the Prudential Code. At no stage should the asset value be lower than the value of outstanding debt unless there is a clear plan to mitigate that shortfall or to sell that asset. Risks A number of key risks (as listed below) have been identified throughout this strategy along with associated mitigating actions and members need to be aware of them: Economic risks - mitigated by capital borrowing and asset disposal considerations General capital investment plan risk - mitigated by the governance structure in place to recommend, monitor and review the capital investment plans of the Council. Page 455
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Capital Investment Strategy - 2025/26 to 2034/35 Page 29 Capacity to deliver - mitigated by both an assessment of the affordability of the capital investment plans supported by the governance structure and clear communication between all relevant parties Treasury management and Prudential risks - mitigated by the preparation and monitoring of a clear treasury management (investment) strategy and calculation of prudential indicators. Ultimately all risks impact on the level/timing of borrowing required to be undertaken to finance the capital investment plans of the Council. The current system of borrowing is a self-regulatory system which means that responsibility for borrowing decisions, and the level of borrowing incurred, by a Council is determined on a local level. Therefore, Elected Members have a key role. It is the duty of Elected Members to balance the constraints of affordability with the demands of services for capital investment, and in all but most exceptional cases it will be for Elected Members to make the necessary judgement. The Section 95 Officer’s professional view is that, as all borrowing decisions result in a long -term commitment to fund that borrowing, all decision-making should be as transparent as possible to all elected members and the residents of West Dunbartonshire. The pace and level of change in the Council’s borrowing is significant, with material revenue cost implications. Therefore, all Elected Members need to be fully informed as to all implications of its capital investment decisions, in particular those funded from borrowing. To assist Elected Members, make an informed decision on investment plans the reporting for approval of capital plans to Council each year provides information of future risk around affordability with a projection of the percentage of revenue funding streams (General Fund and HRA) that is being used to fund the borrowing required within the capital plans. Page 456
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Capital Investment Strategy – 2025/26 to 2034/35 Page 30 Chapter Six – Action Plan Long term capital planning is not an exercise that can be carried out in isolation and as such is supported by a number of plans, strategies and processes that are required to be refreshed on a regular basis. The following action plan outlines key actions. Action Timescale Lead Officer Output Outcomes Update on progress Asset management planning Feb 2023 -2028 March 2025 Delivery Plan 2025/26 Feb 2025-2030 Delivery Plan 2025/26 Property – Michelle Lynn Vehicles – Stephen Brooks ICT- James Gallacher Roads – Liam Greene Open Spaces – Ian Bain Updated asset management plans Ensures that asset management plans remain relevant Plans will continue to be reviewed and updated Asset disposal strategy May 2022 – May 2027 Michelle Lynn Updated asset disposal strategy Ensures the disposal of surplus assets is managed effectively and linked to corporate and service objectives. Plan will continue to be reviewed and updated. Housing Investment Plan Nov 2022- Nov 2028 John Kerr Updated Housing Investment Plan Ensures that housing asset management plans remain relevant Agreed H&C Committee Nov 2022 Annual capital plan refresh report February / March annually Laurence Slavin/ Carol Alderson (General Services) Alan Young (HRA) Updated capital investment plans. Ensures long term capital plans are robust and clearly linked to corporate and service objectives Updated and being reported to Council 5 March 2025 Annual treasury management and prudential indicator port February / March annually Laurence Slavin/ Carol Alderson Updated strategy documents for treasury management, investment strategy and Ensures the Council complies with CIPFA Codes and financial impact of long-term capital plans clear and understood Updated and being reported to Council 26 March 2025 Page 457
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Capital Investment Strategy - 2025/26 to 2034/35 Page 31 prudential indicators Page 458
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Health and Social Care Partnership (HSCP) Council: 5 March 2025 Subject: Charging Policy for Non-Residential Care Services 2025/2026 1. Purpose 1.1 To present an overview of the proposed changes to West Dunbartonshire Council’s Charging Policy for Non-Residential Care Services 2025/26 for consideration and approval. 2. Recommendations 2.1 It is recommended that Council: Approves the following amendments to the 2025/26 Charging Policy for Non- Residential Care Services after consideration of the consultation outputs and current guidance: i. Strengthening of current policy wording around the inclusion of partners earnings when undertaking a Financial Assessment, to remove current ambiguity; ii. Set Minimum Income Thresholds for a single person or couple based on being either under state pension qualifying age or over pension qualifying age; iii. Agree that people who are in receipt of Independent Living Fund (ILF) will be subject to a Financial Assessment and may be required to make a contribution to their care package; iv. Increase the current percentage taper on disposable income, in excess of the Minimum Income Threshold from 50% to 75%; and v. Retain the maximum weekly charge for services which will increase by 5% to £90.50 in 2025/26. 3. Background 3.1 Levying charges for some non-residential social care services is common practice across Councils and forms part of the delegated budget to the Health and Social Care Partnership (HSCP) Board. While the income derived from charging forms part of the delegated net budget, the legal authority to levy and set charges remains with the local authority. 3.2 Since the introduction of the Community Care & Health (Scotland) Act 2002, the Convention of Scottish Local Authorities (COSLA) has produced annual guidance which defines a set of principles to underpin the development of local charging policies for social care support for people at home. 3.3 The levying of non-residential charges was addressed within “The Independent Review of Adult Social Care” report published in February 2021. In March 2021, ITEM 8 Page 459
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the Scottish Government and COSLA published a Joint Statement of Intent on how they would work together to deliver on the Review’s recommendations. This included agreement on: “an end to charging for non-residential services as soon as possible”. 3.4 The current Charging Policy was approved by Council on the 9th March 2022. At this time the Council agreed to remove thresholds of income based on age and to remove charging for Independent Living Fund service users. This approval was on the understanding, that charging for social care support was to be abolished by the Scottish Government and Council funding increase to cover the ability to raise income from charging. 3.5 While the abolition of charges remains a joint intent, there is no clear timeline for this, especially in light of national budgetary pressures. Locally, the changes made in 2022 have been revisited via consultation undertaken in October 2024 and the revised policy changes recommended for approval in section 2.1 above, reflect the consultation output as well as remaining consistent with COSLA guidance. 3.6 The proposed changes to the Charging Policy should also aid in reducing the current under-recovery of income from non-residential charges forecasted in 2024/25 as circa £0.465m (flat-rate charges for day centre places and community alarms are £0.408m under-recovered and means-tested support charges are £0.057m under-recovered) against a budget of £1.405m (flat-rate charges budget is £1.003m and means-tested support budget is £0.402m). However it should be noted that £0.286m of the current projection relates to reduction in income from community alarms after a significant data cleanse and providing only personal care services for those eligible for care at home support. 3.7 Each year income thresholds are increased in line with the Department of Work and Pensions (DWP) rates and actual charges levied are updated to in line with Council decisions on the annual percentage uplift to sales, fees and charges. In 2023, a 4% uplift was agreed by Council on the 15 March 2023. In 2024, a 10% uplift was agreed by Council on the 28 March 2024. 3.8 On the 18 December 2024, the Council agreed a 5 % uplift on charges across the Local Authority. The 2025/26 Charging Policy (attached at Appendix 2) schedule of rates has been updated to reflect this uplift. 3.9 The 2025/26 revised Charging Policy continues to comply with COSLA’s latest guidance. West Dunbartonshire Council’s Charging Policy’s main aims are to: a) Provide a consistent, fair and transparent framework for charging; b) Recover appropriate costs of service provision; c) Maintain essential services; and d) Maximise the income of service users and their carers. Page 460
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4. Main Issues 4.1 As stated above, the Council has the legal power to set and levy charges. Therefore any material changes made to the Charging Policy must be considered and approved by Council and are summarised in the recommendations at section 2.1 above. 4.2 Further details on the proposed changes are provided in the sections below. With the exception of the “inclusion of partners earnings”, the other proposals, if accepted would align to the current guidance and improve the robustness of the financial assessment process by reflecting the impact age related benefits have on a service users ability to contribute to an element of the cost of their care. 4.3 The application of the Minimum Income Threshold and the change to the taper from 50% to 75% will increase the level of income being collected from charges by circa £0.300m and help to reduce the current shortfall as set out in section 3.6 above. 4.4 The 2022 revision to the current charging policy removed people in receipt of Independent Living Fund from any non-residential charges for HSCP services, in recognition that they may make a contribution to their ILF package. However, as stated in section 3.4 above, the 2022 recommendations were approved against the expectation that social care charges would soon be abolished. The maximum service user contribution to their ILF package has remained frozen since 2021 at £43 per week but all social care charges for HSCP delivered services has increased annually. The current weekly maximum charge is £86.20, rising by 5% to £90.50. This is a significant difference and the proposal below seeks to address this. Inclusion of partner earnings 4.5 In September 2023, it was identified that there was an error in the formatting of the Charging Policy 2023/24. This led to ambiguity and an inconsistency regarding the inclusion of a partner’s earnings when undertaking a Financial Assessment. The 2024/25 policy was corrected, however the change requires to be ratified by Council. 4.6 COSLA guidance states “Where one member of a couple is in receipt of social care support at home, most Scottish Local Authorities take account of the joint income and capital in the financial assessment”. 4.7 The 2022/23 Charging Policy, section 14.1 stated “where a service user or their partner is in receipt of earned income, only net earnings are considered, and a minimum earnings disregard of £20 is applied. For example if someone earns £100 after tax then the council would take £80 into consideration when undertaking a Financial Assessment”. 4.8 This sentence is consistent with COSLA guidance that a partner’s income should be considered as part of the supported person’s overall Financial Assessment. Page 461
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4.9 However, the inconsistency arises in section 14.2 “Income which will be disregarded” that lists “partner’s earnings” are to be disregarded. This formatting error was contradictory to the intention set out at section 14.1 above and led to confusion when undertaking a Financial Assessment. 4.10 Subject to Council approval, the 2025/26 Charging Policy has been updated to remove “partner’s earnings” from the “disregarded list” as set out in Recommendation 2.1 (i) above. Minimum Income Thresholds, Independent Living Fund, Tapers and Maximum Charge 4.11 In late October 2024, a range of stakeholders including; members of the public, service users, their carers, partner organisation’s and HSCP operational services were engaged in three separate face to face consultation events held in Clydebank and Dumbarton, to review, comment and challenge four significant proposed changes to the current charging policy. 4.12 These changes and their impacts are summarised in Table 1 below and approvals to implement them are set out in Recommendation 2.1 (ii) to (v) above. Table 1: Summary of Proposed Changes Consulted On Proposed change Current procedure Impact Add in upper limits based on age for Minimum Income Thresholds. If a service user income is below £273 per week and they are single, and are any age, then there is no requirement to pay. If a service user lives as a couple and is any age, and their income is less than £417 per week, then there is no requirement to pay. If the service user was of pension age and single, the threshold of income the service user would need to reach before they would pay a charge would be £273 per week, for a couple it would be £471. If the service user is between 18 year old to pension age and single the limit would be £167 and for a couple it would be £254. This means the younger you are the less income needs to be brought into the household before the service user would pay a charge. Page 462
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Re-instate Financial Assessments for ILF service users, to assess if they could contribute towards chargeable services to equate their maximum charge to that as non-ILF service users? A service user who is in receipt of Independent Living Fund (ILF) and makes a weekly contribution (which is set at a maximum of £43/week, unchanged since 2021) directly to ILF Scotland is exempt from further charges under the Council’s Charging Policy. After financial assessment a service user in receipt of ILF may be charged up to a maximum of £47.50. I.e. the difference between the Council’s Charging Policy maximum charge of £90.50 - £43.00. Decrease discount from 50% to 25%. Also referred to as increasing the Taper from 50% to 75% A discount or taper of 50% is applied after deducting housing costs, income and weekly living costs. Decrease the discount from 50% to 25% meaning the individual would receive 25% discount. Removal of a maximum charge for means tested services. The maximum charge is £86.20 for means tested services for 2024/2025. This will rise to £90.50 in 2025/26. The individual would pay the full cost of the service. 4.13 At the consultation sessions, attendees were presented with the proposed changes to the Charging Policy and the implications for the supported person, their partner where relevant, carers as well as the future of social care services in a challenging public sector financial landscape. These were considered in officer facilitated roundtable discussions who provided additional detail to stakeholders where required. Appendix 1 details the extensive feedback from these three public sessions. 4.14 In summary Table 2 below details the general consensus on the proposed changes. Table 2: Summary of feedback at public consultations 4.15 A survey was created to capture the views of those who could not attend the face to face public consultation events. The survey was sent out via the Council’s Facebook page, HSCP Twitter page, partner organisations and HSCP operational managers. 4.16 Table 3 below summaries the feedback from the survey of which 43 responses Proposed change Feedback Add Minimum Income Thresholds based on age General agreement in implementing this proposed change. Increase taper General agreement in implementing this proposed change. Charge ILF service users General agreement in implementing this proposed change. Removal of a maximum charge. This would mean that those who are able to pay would pay full cost recovery of the services they receive. There was a consensus across all three sessions that this proposed change should not be implemented. Page 463
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were received. Detailed feedback from the survey can be found in Appendix 1. Table 3: Summary of feedback from online consultation Proposed change Feedback Add Minimum Income Thresholds based on age 34 responses from the survey stated they disagreed with implementing this change. 8 agreed to the change. Increase taper 31 responses from the survey stated they disagreed with implementing this change. 11 agreed to the change. Charge ILF service users 9 responses from the survey stated they disagreed with implementing this change. 33 agreed to the change. Removal of a maximum charge. This would mean that those who are able to pay would pay full cost recovery of the services they receive. 28 responses from the survey stated they disagreed with implementing this change. 15 agreed to the change. 4.17 The online survey results differed from the overall general consensus of support gathered at the face to face sessions. One of the main reasons for this is likely to be that the face to face sessions included detailed presentations from officers on the policy landscape of charging, the principles of the COSLA guidance, how this is reflected in neighbouring local authorities non-residential charging policies, self- directed support legislation and working through detailed examples of how the changes would impact on supported people across age ranges and differing financial circumstances. 4.18 The feedback within the online survey was mainly negative towards the proposed changes. However, based on the comments provided by the public, it could be concluded that the responses provided revealed a general disagreement with principles charging at all for social care services. This is not unreasonable given the raised expectations given by the joint intent statement by COSLA and the Scottish Government to remove social care charging. However, this must be balanced against the challenging financial landscape for both the Council and the HSCP. The proposed changes to the 2025/26 policy do not contradict current COSLA guidance and are broadly reflective of neighbouring local authority’s non- residential policies which strive to be fair and consistent across all those eligible of social care services. 4.19 Allowing for the added benefits of the three face to face consultation events and compliance with COSLA guidance, the Council is asked to consider the following recommendations detailed in Table 4 below and set out in section 2.1 above: Table 4: Summary of Recommended Changes Proposed change Recommendation Add Minimum Income Thresholds based on age Approve Increase taper Approve Charge ILF service users Approve Page 464
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Removal of a maximum charge. This would mean that those who are able to pay would pay full cost recovery of the services they receive. Reject 4.20 Dependent on the outcome of the Council meeting on the 5 March 2025, the revised draft Charging Policy 2025/26, contained within Appendix 2 may require to be updated to reflect any material changes agreed. 5. Options Appraisal 5.1 Options on how the proposed changes could impact on supported people, dependent on individual circumstances were provided at the consultation sessions. 6. People Implications 6.1 Any known people implications are covered throughout this report. 7. Financial and Procurement Implications 7.1 The income received from levying charges forms part of the net funding contribution made by West Dunbartonshire Council to the HSCP Board for services delegated, as set-out in section 3.6 above. The HSCP finance team have been working through a range of scenarios based on the proposed changes. Excluding those in receipt of ILF, which is shown below, it is projected that the changes to calculation thresholds and tapers for means-tested charges, coupled with the 5% increase in the maximum charge could increase income collected by approximately £0.300m, subject to new financial assessments and maximisation of income calculations being undertaken in 2025/26. 7.2 There are currently 71 service users in receipt of ILF funding. Of this total, 60 of those service users currently pay ILF Scotland a charge towards their care package, up to a maximum of £43/week. Given the HSCP does not current financial assessment information for those ILF service users, it is not possible to accurately predict how much additional income may be raised. It would be dependent on other services provided e.g. flat-rate charges for day care places or means-tested social support. If after applying the Minimum Income Threshold and the 75% taper, if a person in receipt of ILF had the financial means, the maximum additional charge that could be levied under the proposed 2025/26 Charging Policy would be £47.50/week or £2,470 per annum. 8. Risk Analysis 8.1 Failure to implement a revised Charging Policy, reflective of current guidance, could leave the Council and HSCP exposed to reputational risk. 8.2 There is a risk that if agreement is reached to abolish non-residential charges, any replacement funding from the Scottish Government could fall short of the loss of income from charges levied. This would have a detrimental impact on the HSCP’s delegated net budget and could require the Council to increase their contribution. Page 465
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9. Equalities Impact Assessment (EIA) 9.1 An Equalities Impact Assessment (EIA – 1210) has been undertaken and is provided within Appendix 3. 10. Consultation 10.1 Three public consultations took place held on the 21, 29 and 30 October 2024 across Clydebank and Dumbarton. The session held on the 21 October was open to partner organisations and HSCP operational services only and the sessions on the 29 and 30 October were open to members of the public, partner organisations and HSCP operational services. 10.2 The two public consultations were promoted via Twitter and Facebook, and partner organisations and operational managers within HSCP were asked to share with their service users. 10.3 The partner organisations and HSCP operational services invited to the three sessions were; Carers of West Dunbartonshire; Improving Lives; Shop Mobility; Glasgow Disability Alliance; HSCP Adult Day services Mental Health Network Greater Glasgow and Clyde; Golden Hands of Friendship; Kinship Carers; HSCP Learning Disability service; Adult Social Work team; HSCP Self-Directed Support Team; HSCP Mental Health services; and HSCP Addiction services. 10.4 On the 21 October, ten service users and/or carers attended with representatives from Carers of West Dunbartonshire. HSCP staff facilitated this session. 10.5 On the 29 October, six members of the public attended, with members from Improving Lives, Mental Health network and elected members attended. HSCP staff facilitated this session. 10.6 On the 30 October, seven members of the public attended, with members from Kinship Carers, Shop Mobility and Glasgow Disability Alliance. HSCP staff facilitated this session. 10.7 An online survey was created to capture the views of those who could not attend the face to face public consultation. The survey was sent out via West Dunbartonshire Council Facebook page, HSCP Twitter page, partner organisations and HSCP operational managers. This survey closed on Monday 6 January 2025. Page 466
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11. Strategic Assessment 11.1 The Council’s Long Term Financial Plan contains projections on income raised from Sales, Fees and Charges that will increase based on annual uprating to account for inflationary pressures. 11.2 The Charging Policy will provide a consistent, fair and transparent framework for charging and does not inhibit any of the key strategic priorities of the Council. Name: Beth Culshaw Designation: Chief Officer, West Dunbartonshire HSCP Date: 5th March 2025 Person to Contact: Julie Slavin Chief Financial Officer West Dunbartonshire HSCP Email: Julie.Slavin@ggc.scot.nhs.uk Appendices: Appendix 1: Detailed feedback from public engagement Appendix 2: Draft Charging Policy 2025/2026 Appendix 3: Equalities Impact Assessment Background Papers: COSLA-Social-Care-Charging-Guidance-2025-26-2.pdf Wards Affected: All Council Wards Page 467
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Appendix 1: Detailed feedback on public engagement When: 21st October 2024 Venue: Clydebank Town Hall Attendees: On the 21st October, ten service users and/or carers attended with representatives from Carers of WD. Representatives from HSCP Learning disability service, Health Improvement team, SDS team, Unpaid Carers Liaison, Finance and Improvement team attended. Question Feedback from groups on proposed changes. Q1. In regards to charging policy, what are your thoughts on the proposed changes? Recognise the changes for ILF creates fairness between ILF users and SDS recipients. I've always given contributions to ILF so makes sense to continue. If people can afford to contribute, it feels fair that they should. I feel the way things are just now, people should be paying in more for their services. Nothing wrong with putting in more as long as people are left with enough to live on. It also comes down to if you can afford to live after the charges have been applied and this is important to consider when making the decision to implement. Out of all the proposals, the decrease of the discount seems the most palatable. If a person can afford it and they're left with enough to cover cost of living (particularly increasing bills) then I can understand it being implemented. Could these changes be implemented jointly with partners? Discussion of charging policy charges but also redirect to services that can help with Page 468
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income maximisation (Citizens Advice, Working4U, Carers of WD etc.) People will hear 'this will cost me money' and when its broken down it's not as scary as it appears, the public's expectations need to be managed to make the change successful. Concerns voiced about the potential combination of this change and removing the maximum discount. A reasonable change given the current financial environment, however, maximum charge must be kept if this is to be implemented. Age factor re upper limits and ILF charging are okay with me. If there has to be a reduced discount then the max charge should remain. Comes down to whether you have enough to live on after charges have been applied. Means tested changes - Why are you penalised for saving for a rainy day? Particularly if you have worked in the past. It discourages people to save or have the ability to save which could put people into debt or dire financial strains. Services are already difficult to access and there's a potential that word of mouth conversations will confuse people about the changes. The fact that max charge or cap exists means that a reduction in the discount could have been a lot worse. Q2. What impacts would this policy have on your circumstances? Need to make sure income maximisation happens and people getting all they are entitled to. Page 469
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Negative Impact on family carers with families having to find extra cash. Removal of maximum charge would cause a difficulty. Fear of costs might lead to people not taking on services. Concerns that people wouldn’t be able to afford the care that they require. Understanding that this might help recover costs from those who can afford to pay more but concerns that it would impact the most at risk. Consensus that this was not a change they would recommend for implementation regarding removing the maximum charge. Q3. What impact would this policy have on other people who live in West Dunbartonshire? WD already sees such a small amount of ethnic minority people up taking SDS, there's a real concern that further financial constraints will stop people from accessing services. All of these changes are all well and good if you already receive the service, how are the people who don't/can't access services be made aware changes are happening? Word of mouth is very powerful and expectations could be difficult to manage if peer support groups tell one narrative of how a service runs and then a person experiences a different system. The WD area is already one of high social deprivation, including high rates of poverty, this could potentially impact people who are already struggling financially. The Cost of Living Crisis is already making it difficult for people to manage and keep themselves out of poverty - Page 470
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having to choose between heating and eating - the changes could make this worse or exacerbate stress. People could give up services e.g. community alarm. Change in ILF would affect clients who have a disability. When: 29th October 2024 Venue: Clydebank Town Hall Attendees: On the 29th October, six members of the public attended, with members from Improving Lives, Mental Health network and WD Councillors representative their constituents attended. Representatives from HSCP Learning disability service, Health Improvement team, SDS team, Unpaid Carers Liaison, Finance, Improvement team attended, HSCP addictions service and HSCP Mental Health services. Question Feedback from groups on proposed changes. Q1. In regards to charging policy, what are your thoughts on the proposed changes? Agreement that difference in charge based on age is not equitable. Participants advised that there is a need for increased and wider communication about the charging policy to families in West Dunbartonshire so they can better understand the implications of the charging policy and how it affects them. 25% discount is okay especially because there is a maximum charge in place. So this maximum charge makes the 25% discount amount achievable for people. For means tested services, participants felt the maximum charge should remain, as removing it would affect the quality of life of people and we may see people opting out of services they need. Participants agreed that service users who receive ILF should be charged. There currently seems to be an historic Page 471
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inequity within the ILF funding especially based on eligibility criteria. This proposed change may help balance out that inequity and put everyone on a level playing field. Thoughts were to keep the limit for people 60+ years as it is but to lower the limit for people 18-59 years old. If you have the income where you can pay a bit more, I agree that you should pay more if you can afford it. The charge is a fraction of the cost, if you have the money then you should be using it. Should only be coming to the HSCP if you need it and not as a first resort. Q2. What impacts would this policy have on your circumstances? Change in upper limits based on age is great but it would greatly affect younger adults. Q3. What impact would this policy have on other people who live in West Dunbartonshire? Need to consider that as an aging population, the upper limit on age might have made sense at the time but if most people are above the age limit then there still needs to be some contribution to services. The needs need to be met. No problem with difference in age and charging but need to account for the needs to be met during the financial assessment. Pension age increasing has an impact on this assessment. I think that ethnic minorities maybe get missed and need to have targeted information for them. Communication to these groups is key. By engaging them in the process they can access more money / support. Page 472
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How do we encourage people to get the services they need and income maximisation? When: 30th October 2024 Venue: Concord Community Centre Attendees: On the 30th October, seven members of the public attended, with members from Kinship Carers, Shop Mobility and Glasgow Disability Alliance. Representatives from HSCP Learning disability service, Health Improvement team, SDS team, Unpaid Carers Liaison, Finance, Improvement team attended, HSCP addictions service and HSCP Mental Health services. Question Feedback from groups on proposed changes. Q1. In regards to charging policy, what are your thoughts on the proposed changes? The general consensus and argument was that the limit based on age is inequitable and unfair. The argument was that charge should not be based on age as this is discriminatory and may cause poverty especially for young people. The lingering question was “why is there a limit/barrier based on age?” It would be more useful if people’s need are accessed and services put in place based on their needs rather than basing what is charged or not charged on people’s age. If I am choosing the upper amount then it is only fair that I contribute something towards the payment. I would rather as a tax payer contribute to someone staying in their own home and not in a Care Home. SDS comes from Scot gov and has been cut by 10%. Therefore, we have got to be realistic and say something has to give. Some contribution should be made. Not the fact the HSCP wants to do this, but are being forced to do this by cuts. Can't keep things at the same Page 473
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rate as other areas of the budget would suffer. Might have no charge for same needs and income but someone else might have a charge. Suggesting that this is removed so that everyone pays the same and age isn’t a factor. Not fair that someone younger may be paying a charge and someone older wouldn’t. Don’t mind the charge, if you have someone 20 years younger and not contributing that isn’t fair. Always in favour of people contributing as you can’t expect it all while paying nothing. We are now in a position where council etc is struggling. Responsibility to contribute if you can. Re: ILF - Participants agreed to this change and stated that historically, eligibility for ILF has been inequitable, and they agree that it is okay for ILF users to contribute as long as the maximum charge applies. I agree the discount can be reduced but only if the maximum charge is not removed. Q2. What impacts would this policy have on your circumstances? Move from 50 to 25% sounds big but in reality, this wouldn’t be so big as the maximum charge is in place. Agree that again if you can afford to pay then you should be contributing. The 25% discount will have an impact on people, same with removing the maximum charge which will impact people negatively. General consensus was that the maximum charge should not be removed and discount left as it is at 50% if possible. Page 474
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For means tested services, participants felt the maximum charge should remain because removing it would affect the quality of life of people and we may see people opting out of services they need. There was a long term suggestion of annually reviewing the maximum charge to align with the current economic circumstances. Q3. What impact would this policy have on other people who live in West Dunbartonshire? If you win the lottery and still getting support but only paying for £86 maximum charge, is this fair? Should there be a max cut off or if you can afford then you should pay. If you have the extra income from selling house this would be considered. Must be practical in the approach to contributions to services. This will be a small number of people, but it is about being equitable. ILF isn’t a huge amount of money that they are receiving. Lots of issues that they need that will be addressed. Page 475
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Public online consultations feedback Proposed change Feedback Add in different thresholds based on age 34 responses from the survey stated they disagreed with implementing this change. Increase taper 31 responses from the survey stated they disagreed with implementing this change Charge ILF service users 9 responses from the survey stated they disagreed with implementing this change Removal of a maximum charge. This would mean that those who are able to pay would pay full cost recovery of the services they receive. 28 responses from the survey stated they disagreed with implementing this change 1. Should ILF service users be charged? Respondents were asked to explain their response. The following list shows the responses provided. Please note, not all respondents provided feedback. Do you agree that ILF service users should contribute towards chargeable services so that they pay the same as non-ILF service users? Please explain your response to Yes That seems fair Yes Charges should be fair to ILF and non ILF service users Yes Equality Yes Isn't that part of what ILF is paid out for? No They are already paying for services through ilf if the council filled all the needs they have no one would need ILF. Yes Just think it’s the right thing to do Yes The costs should be equal, regardless of the funding source. Yes Yes if the HSCP is double funding for care Page 476
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No The ILF is already assessed on needs which are different (higher) than those not receiving the ILF. By introducing a new charge there is no benefit from the ILF to the person who needs it. Just moving money from one fund into your fund which will put the person getting ILF into a more challenging position. Yes To make it fairer Yes So all service users pay equal amount No ILF is funded for people who have high support needs. They require at best 24 hr care. Their needs are simply different. Those that do not get ILF do not meet the criteria due to their specific needs which are different. What is being proposed will simply lead to services no longer being appropriate and rejected, thus loss of contracts as those on ILF will not afford the additional cost, means tested if not. Loss of staff and a serious concern for loss of charity sector who are non-profit but provide the lowest charge services and make no profit to secure jobs with highly skilled and registered staff who are paid poorly. With the introduction of the new taxation system introduced by the current Labour Party, with this crass solution to address poor budget management not only will be detrimental to the people who need their hours, but a massive loss to charities who are the step in specialist services which the local authority who are already falling - most resent grading from Care Inspectorate re WDC home care poor grading at level 3 across all outcomes. Yes Seems fair No Maureen should pay the same as Mark but at the lower level. Page 477
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No Independent living fund is used for a specific group of people with specific needs who qualify for SDS and require a PA to assist them Yes Not fair for both having same amount of benefits but someone getting charged more No It would’ve been helpful here if there was a don’t know option. This is quite a complicated scenario to unpick. I’m not sure you can make the comparison between the two people without detailing the care Mark receives and if that exact amount and type of care could be provided to Maureen through the HSPC and how that would be charged. Maureen may well not be entitled to ILF. It makes sense that the charges should be equitable but Mark pays a large contribution to ILF without me knowing the details of his support. No the independent living fund is already supporting services and other costs that are needed and not provided by HSCP Yes To make everything equal and comparable Yes It's levelling up. Everyone should be paying the same fees. Yes Small number more equitable Yes It’s fair and equal to all. Yes This makes it a more equitable service Yes It is completely fair that the client pays the same as everyone else especially considering how much he is funded per annum. Yes I feel this should not be an exemption Yes it makes it fair and equitable Yes ILF PAYOUTS ARE WELL FUNDED. Yes I think the charging should be equal across the board. Yes I believe the charging policy should be calculated fairly and equally amongst those receiving care. Given the current social care crisis and challenges in funding those in receipt of ILF should be contributing to charges in the same way those who receive care but not ILF do dependent on financial assessment outcome. Yes This would make it fair Yes There is an inequality built into the system that should be changed. Page 478
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Yes If it doesn't cost them anymore and they receive the same services as those already paying it they should pay the same rate. Yes The fund is paid to service users to pay for support to live independently and therefore should be used to so. No In my opinion, it is the eligibility of ILF which should be reviewed to include those not currently in receipt of this funding. Yes should pay for a service that WDC provide Yes I believe that in terms of clients, all money should be looked at on separate cases and be charged/given money accordingly, rather than blanket polices/payments. IF an individual requires more money that should be represented. Yes this would provide equality and parity in charging Yes both have a similar income but one is being treated unfairly and should be charged the same for the same service Yes I feel that Mark is already receiving some funding towards his care package and should pay the difference towards his care. Why Maureen should be punished financially due to the current approach. It feels like a gain, gain situation for Mark and a lose, lose situation for Maureen. Therefore I feel those receiving funding from ILF should pay the difference and thus promoting more equality within the financial aspect of those requiring care services. Yes It’s fair to everyone Yes It seems unfair for both service users to receive same care but not pay the same contribution so leaves one party financially better off. Page 479
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2. Do you agree that there should be a limit in place based on age? Respondents were asked to explain their response. The following list shows the responses provided. Please note, not all respondents provided feedback. Do you agree that there should be a limit in place based on age? Please explain your response Yes We should be moving to a society where everyone regardless of impairment can find a way to contribute and be valued. 60 years as an adult of not contributing means that the others have to contribute more, this is unsustainable. No I believe charges should depend on overall needs (personal and non-personal) and ability to pay. No Discrimination No I didn't know it was what you earn that would depend what u had to pay No Should be based on health and needs, not money No Each service user has different needs No Age is just a number No It should be based on your level of need and total income, regardless of age. No Care needs are individual and if you need care, it should be provided No How anyone can consider that the weekly income suggested as a threshold before payment is adequate to live a reasonable life is beyond me. You are simply putting more people who are vulnerable into a more vulnerable financial position, or driving them out of the service - which could be more dangerous to the individual. Yes To make it fairer No Ageist No Another cost cutting situation due to poor management. Get rid of agency. There is one solution. Lower management wages as they are failing consistently i.e. care inspectorate grading 2024 WDC home care. Grade 3 Yes Seems fair Page 480
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No You are asking people to pay significantly more money than they do, this is going to cause serious hardship No Payments to younger people from DWP are less than payments made to pensioners. The disparency in their income evidences inequality with in charging based solely on age and is age discrimination No it should be a set rate, it is not Laura's fault she is younger No This proposed changes clearly discriminates against younger people by lowering the threshold for those under pensionable age. No the level of care, support needed and received by individuals is not dependent upon their age so age should not be a determining factor Yes Equality and fairness No This is ageist and also penalises people who are in relationships. This should be based on the individual person’s income alone. And should not be determined on their age either. Yes More equitable No Ageism? No Older people have the same access to disability benefits as younger people, same argument as free personal care for all Yes it is only fair that clients contribute to their care costs IMO No No I think it should be equitable across services that if charges are in place there should not an exemption for age. This would mean though that annual financial assessments would need to be completed to ensure any changes to income are captured and appropriate charging is in place. No ALL HUMAN BEINGS SHOULD BE TREATED EQUALLY. No I am unsure and do not have adequate knowledge to agree or disagree No I believe the limit should be based on assessed need and not age Yes This needs to be factored into the budget No I fail to see the link between need and age. Page 481
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No I think it should be based solely on income as you can be older but not better off than someone who is younger. What income would you class and would you take expenditures into account? No Limits should only be based on income, it does not cost less to live when you are below pensionable age and outgoings are usually higher. This also hasn't clarified whether they have dependents. No In my opinion, people should not be charged based on age. It's based on presumption as to what people do at different stages in life. No only a limit based on income No Age shouldn't be a factor, what needs and requirements are should be more important. Some people in their late 80s may be better off than those in their 20s. Yes again makes system more equal to all No Equality and not being disadvantaged by your age No I believe you should not be discriminated due to your age especially without taking the care packages into consideration. No It shouldn’t matter what age you are No A need for care can happen at any age. Why should your age determine how much contribution to pay for care? The answer is it should not. Contribution to non -personal care costs should be based on a person's financial circumstances and ability to pay. Page 482
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3. Do you agree there should be a decrease in the % discount? Respondents were asked to explain their response. The following list shows the responses provided. Please note, not all respondents provided feedback. Do you agree there should be a decrease in the % discount? Please explain your response Yes The current amounts are not sustainable. No Financial climate No Cost of living is already too high and hitting the poor and disabled exponentially. You will be making people too poor for heating and eating and it is already the most desperately in need of help. Yes Each service user has different needs Yes Everyone should pay a certain percentage of income Yes The total cap provides a fair limit. No Why are we making the most vulnerable poorer. No This will reduce the amount people can use to live a reasonable life. Putting people into a financial situating where they have no or very little independence on what they can spend on will simply move one problem to another service area, mental health, and physical health and put extra burden on families. Yes To ale it fairer No It's unfair to expect vulnerable people to cover these extortionate costs No Poor decision when people currently struggling with cost of living and increase cost of fuel bills. No Keep current arrangements No These are people without a means of improving their financial circumstances and you just want to grab more off them. These are huge increases. Page 483
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No Disabled people are limited and disadvantaged in comparison to able bodied people regarding increasing their income. They are sitting ducks so to speak and should not be used to balance the councils books. Other means of savings should be looked at No people are struggling and finding it hard to be able to pay for services that they need No It’s basically an increased charge for individuals. No as stated previously persons in receipt of income for help with care and additional costs to their living expenses due to support needed already spend their income on supporting their needs and should not be charged extra or penalized financially for having additional needs No Cost of living increases, food prices and heating etc will make it harder to pay any increase No There should not be a discount change in circumstances by a whopping 25% just because the council don't know how to budget correctly whilst paying the big wigs at the council 6 figure salaries and allowing councillors to have expense accounts so they don't need to pay for their lunches. Yes I agree but not to the amount proposed. Too harsh on people. No this discourages people to be self sufficient No It is leaving the client with very little money which is probably already used towards something else: food, gas, electricity etc No Given the current cost of living crisis. I feel reducing the discount amount could result in individuals not being able to afford the support they need. Which in turn would result in crisis situations which the authority would then need to manage. No BENEFITS ARE LOW ENOUGH WITHOUT TAKING MORE MONEY OFF PEOPLE. No I do not believe this would be fair due to the increased cost of living and additional challenges people with disabilities face in daily living costs, transport etc. Yes The council is struggling and cuts need to be met Page 484
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No It appears that the poorest in society are being targeted. No What is the income based on? What expenditures are taken into account? That £23 a week extra is a lot for people to start paying if they are already budgeting week to week and having to pay their housing, bills etc on top of this. No There is not enough evidence in the above in respect of the income received. For example if George is in receipt of Universal Credit, a large amount of this would be awarded for his rent and council tax which would leave very limited income for other expenses. No I don't agree that giving people less is going to help them in life. Yes agree that HSCP needs to raise more money for the services they provide No I believe again that this should be determined on a case by case scenario. I have no idea of George's disabilities, living circumstances etc, so why should I say that george should pay more or less. Blankets changes can hurt people. Yes The discount is exactly that, a discount, which is amendable. To maintain services appropriate charges need to be made. No Other people who are just below the cap will not have to pay Yes I feel that as long as individuals have enough money to live on and pay bills, care and experience a fulfilled life then this should apply in order to bring in equality and recoup funds. Yes More packages could be provided if the percentage was decreased No I don't agree with proposed changed from 50% to 25%. Maybe a 35% or 40% discount is a little fairer. Lots people needing care and paying a contribution are in receipt of benefit income only. By taking more of their benefit income to pay for care will therefore reduce any enhanced payment a person receives for having a disability. Page 485
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4. Do you agree that if a service user is able to pay, they should pay the full cost of the service? Respondents were asked to explain their response. The following list shows the responses provided. Please note, not all respondents provided feedback. Do you agree that if a service user is able to pay, they should pay the full cost of the service? Please explain your response to No Some cost should be met if people have paid into the system for a lifetime. It is not right or fair if the same people that paid in receive nothing. Yes I agree on charges based on weekly income but do not agree that individual savings should be included in financial assessments other than for long term care services. No Services should cost the same No I don't think we should have to pay anything No This is not defined enough. There would need to be clearly defined thresholds for "surplus" income and definitions of what constitutes "surplus" and safeguards against Councils being able to raise that. No Every service user has different needs and shouldn't be penalised because they need more help Yes If they can easily afford then yes. No Why should people be penalised for earning a good income or having save for retirement? There should be a cap or contribution that is fair to all. No Some people will stop a service because they will worry about paying their bills. No These same people have contributed in the same way as everyone else why should they then be charged " again" for the services ( getting exactly the same service) simply because they have managed to be a bit more successful on income that others. This is simply a way to drive people out of the service a tax on doing well! Page 486
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Yes To make it fairer No Again taking money from the most vulnerable. No Again this only supports a gain for WDC. Re budget your management and agency over used. No Keep as is No Everyone should pay the same for the same level of care. No Home care is costed at one visit equal to 1 hour. The service user seldom received 1 hour support. Carers tend to several service users during this same hour. Each service user paying the aforementioned £25. No why are people who have been saving all their lives be then liable when no one else is No Again, a don’t know option would be helpful here. There is no indication here of what the HSPC deems what a significant amount of income over the weekly threshold would be. It would be helpful here to be more specific and make clear what the proposed cap would be. Page 487
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No in this calculation are you taking the equity that could be released from people’s homes as available income? I do not agree with this at all. Many people are in a situation needing care with savings they need for retirement age and to pay for care homes when they are older. I do not agree with removal of maximum charge for mean tested services No Although everyone has different income levels, their basic costs could differ depending on their level of need which needs to be taken into account No May put people off getting support No I believe they should contribute more but not all of the charges. Yes If people have sufficient funds they should pay for themselves until their funds dwindle to a certain amount, then there should a charge on a sliding scale Yes If the client has the funds like ILF etc which is to be used towards their care then yes of course they should pay the full amount No Again this could lead to individuals not being able to afford the support they actually need. Which would put more pressure on the council to provide emergency crisis services. Yes that what part of their benefits are for No "ABLE TO PAY"?..... HOW IS IT WORKED OUT.?NO.... Yes I feel that those with excess money should be paying for their services. More often individuals will accumulate far to much money from benefits that could pay for this support. While others who may not have as much money would be unable to self fund and currently get less support than those who can afford to pay for it. I feel that this would free up funds for those who really need the support and allow those who have excess income to use their money towards their care. Page 488
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Yes This would release funding for individuals transitioning into adult services. This would require regular review and for the discount to be reinstated should circumstances change Yes every other member of the community needs to pay for services if they can afford it, so it should not be discriminated against No Again, the poorest in society are being targeted. Yes I think it would reduce the number of people taking advantage and using services/support they don't necessarily need just because they can. They would then prioritise their support and free up staff/services to support others. Yes I have witnessed people who uptake on maximum packages as there is a cap and therefore they use services to the maximum, if there was no cap on charges it would encourage people to only use what they need and therefore reduce the burden on services. Yes This would be a good way to offset those who cannot pay. Yes need to pay for a service if they are allocated funds for support No Perhaps a higher percentage, but being just over the limit shouldn't require people to pay a huge sum Yes Services require to be paid for to be sustainable. No Service users will not be able to pay and will be left unsupported due to financial constraints. Page 489
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No I don't feel that just because you have the means to pay that you should be expected to pay the full amount at any time. The individual may have worked all their days and they have to pay more because of that compared to someone who has received benefits throughout their lives. People are then penalised for possibly contributing to society financially. I feel that the jump from £86.20 a week to £250 a week is a huge rise and should not even be considered. Yes, increase the contribution but not to the full amount. Surely we have some responsibility to look after those who require care services. However I do appreciate that everyone's circumstances are different and require to be taken into consideration. No They shouldn’t be penalised. They have the right to receive a service, regardless of their income. Yes I believe this would be similar to how residential care charges are calculated whereby you pay based on your financial ability to pay. Page 490
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1 | P a g e West Dunbartonshire Health and Social Care Partnership Charging Policy for Non-Residential Care Services 2025/2026 Document Title: Charging Policy for Non-Residential Care Services Owner: Julie Slavin Version No. 5.0 Superseded Version: 2024/2025 Date Effective: 1st April 2025 Review Date: 31st March 2026 APPENDIX 2 Page 491
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2 | P a g e CONTENTS 1 Introduction............................................................................................................................5 2 Purpose of Document.............................................................................................................5 3 Background.............................................................................................................................5 3.1 Aims of the Charging Policy.................................................................................................6 4 Links to other Policy and Guidance.........................................................................................6 4.1 Self-Directed Support (The Social Care (Self-Directed Support) (Scotland) Act 2013)........6 4.2 Carers (Scotland) Act 2016 ..................................................................................................7 4.3 Equality Act 2010.................................................................................................................7 4.4 Human Rights Act 1988........................................................................................................7 4.5 The Community Care (Personal Care and Nursing Care) (Scotland) Amendment (No. 2) Regulations 2018 (Franks Law).......................................................................................................7 4.6 Public Bodies (Joint Working) (Scotland) Act 2014...................................................................8 5 Non Residential Care ..............................................................................................................8 6 Guiding Principles of Charging Policy......................................................................................8 7 Exemptions from Charging......................................................................................................9 8 Charging Guidance..................................................................................................................9 8.1 Chargeable services.............................................................................................................9 8.2 Non Chargeable services....................................................................................................10 8.3 Terminal Illness..................................................................................................................11 8.3.1 How to get BASRiS forms.....................................................................................................11 8.3.2 Additional Support...............................................................................................................11 9 Non Means Tested Fixed Charges and Means Tested Charges............................................12 9.1 Non Means Tested (Fixed) Charges...................................................................................12 9.2 Means Tested Charges.......................................................................................................12 10 Appeals against a charge......................................................................................................13 11 The Financial Assessment Process........................................................................................13 Page 492
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3 | P a g e 12 Fraud.....................................................................................................................................14 13 Deprivation of Capital...........................................................................................................14 14 Minimum Income Threshold, Buffer, Charge Tapers and Maximum Charge .......................14 15 Income to be disregarded.....................................................................................................15 15.1 Principles on income which can be disregarded................................................................15 15.2 Income which will be disregarded.....................................................................................16 16 Disability Related Expenditure..............................................................................................18 17 Financial Hardship.................................................................................................................19 18 Respite/Short Breaks............................................................................................................19 Appendix 1....................................................................................................................................20 Personal Care Services exempt from charging (service user and/or partner combined).............20 Appendix 2....................................................................................................................................21 Minimum Income Thresholds 2025/2026....................................................................................21 Charge Tapers...............................................................................................................................21 Appendix 3....................................................................................................................................21 The maximum weekly means tested charge levied by the Council..............................................21 Appendix 4....................................................................................................................................22 Fixed Charges for HSCP services...................................................................................................22 Appendix 5....................................................................................................................................23 Worked Examples to explain how charges are calculated............................................................23 Example 1 .....................................................................................................................................23 Example 2 .....................................................................................................................................23 Example 3 .....................................................................................................................................23 Appendix 7....................................................................................................................................24 Worked Examples of Non-Residential Social Care Service Charges 2025/2026...........................24 Appendix 8....................................................................................................................................25 Residential Care............................................................................................................................25 Appendix 9....................................................................................................................................25 Page 493
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4 | P a g e Additional Information and Resources.........................................................................................25 Appendix 10..................................................................................................................................26 Service Definitions........................................................................................................................26 Page 494
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5 | P a g e 1 Introduction West Dunbartonshire Health and Social Care Partnership (hereafter referred to as HSCP) in partnership with West Dunbartonshire Council aims to support all of our citizens to live at home or in a homely setting independently, safely and for as long as possible. The Council’s Non-Residential Charging Policy sets out the legislative background to charges for non-residential social care services, and describes the services for which charges may apply. This charging policy complies with the COSLA (Convention of Scottish Local Authorities) National Strategy and Guidance on Charges Applying to Non-Residential Social Care Services1 and includes local discretion where appropriate and the Social Work (Scotland) Act 1968 Section 872, which sets out the powers local authorities, can use to charge for a range of non-residential services. 2 Purpose of Document This document sets out the Council’s Charging Policy for Non-Residential Social Care Services. These services as delivered by the HSCP. It is a legal requirement that everyone who is permanently admitted by the Council to residential care is required to pay a client contribution towards their care and accommodation. The contribution is applied in line with The National Assistance (Sums for Personal Requirements) (Scotland) Regulations 2024 (SSI 2024 No. 22); and The National Assistance (Assessment of Resources) Amendment (Scotland) Regulations 2024 (SSI 2024 No. 21) Due to the complexities of Residential care charging, this document will concentrate on Non-Residential Charging 3 Background This Charging Policy complies with the COSLA guidance and is applied by the HSCP to determine whether to charge a person for social care support and calculates how much this charge may be. The COSLA guidance describes a number of best practice steps that should be taken when developing a local charging policy, taking into consideration the full range of legal, financial and policy drivers and these have all been considered when this Charging Policy has been written. This policy will apply equally to all service users regardless of the delivery mechanism(s) deployed, with the principles of Self Directed Support (The Social Care 1 https://www.cosla.gov.uk/__data/assets/pdf_file/0016/17521/2020-21-COSLA-Charging-Policy-for-Social-Care- Support.pdf 2 Social Work (Scotland) Act 1968 Section 87 Page 495
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6 | P a g e (Self-Directed Support) (Scotland) Act 2013) at the centre of the assessment process to ensure choice and control of people with eligible support needs. For clarity charges apply whether the service is provided by West Dunbartonshire Council via the HSCP or by an external provider. The SDS options are: 1. Direct payments to service users to enable them to arrange their own care in line with agreed personal outcomes; 2. Indirect service delivery through services commissioned from the private and voluntary sectors by the HSCP on the service user’s behalf; 3. Direct service delivery by HSCP staff; or 4. A mix of the above options for different types of support. All charges will be reviewed annually and reflect any changes to a service users income through the Financial Assessment and Income Maximisation process. 3.1 Aims of the Charging Policy The main aims of the charging policy are: a)Provide a consistent, fair and transparent framework for charging; b)Recover appropriate costs of service provision; c)Maintain essential services; and d)Maximise the income of service users and their carers. 4 Links to other Policy and Guidance The Charging Policy has been developed within the parameters of community care legislation and guidance. The legal basis for charging for non-residential services is the Social Work (Scotland) Act 1968, the Community Care and Health (Scotland) Act 2002 and the Mental Health (Care and Treatment) (Scotland) Act 2003. The charging policy links to a number of other policies, strategies and guidance including: 4.1 Self-Directed Support (The Social Care (Self-Directed Support) (Scotland) Act 2013)3 3 http://www.legislation.gov.uk/asp/2013/1/contents/enacted Page 496
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7 | P a g e The principles of Self Directed Support are at the centre of the assessment process to ensure the choice and control of people with eligible support needs. This policy applies to all service users regardless of the delivery mechanism(s) deployed. 4.2 Carers (Scotland) Act 2016 The Carers (Scotland) Act 2016 is designed to support carers' health and wellbeing and help make caring more sustainable.4 4.3 Equality Act 2010 The Equality Act 2010 places both a general duty and a specific duty on the HSCP. Both of which are relevant to the development of the charging policy. The general duty requires a HSCP to have due regard to the need to: a) Eliminate discrimination, harassment and victimisation; b) Advance equality of opportunity; and c) Promote good relations between persons who share a relevant protected characteristic and persons who do not share it. The HSCP alongside the council will continue to ensure that the charging policy minimises any disadvantage experienced by any people of a protected characteristic. 4.4 Human Rights Act 1988 The HSCP continues to ensure that it does not act in ways, which are incompatible with the European Convention on Human Rights (ECHR) under section 6 of the Human Rights Act 1998. Article 8 (right to private and family life, including autonomy in decision making, the right to work and the right to live with dignity) and Article 14 (non- discrimination on a number of grounds, including “any other status”) connect to this Charging Policy in relation to equality across the totality of the range of services being charged for, and issues around Income Maximisation. 4.5 The Community Care (Personal Care and Nursing Care) (Scotland) Amendment (No. 2) Regulations 2018 (Franks Law) 4 http://www.legislation.gov.uk/asp/2016/9/contents/enacted Page 497
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8 | P a g e Free Personal Care has been available in Scotland for adults aged 65 or over since 20025. The Scottish Government has legislated to ensure that by 1 April 2019 adults of any age, no matter their condition, capital or income, who are assessed by their local authority as needing this service, are entitled to receive this without charge6. The expansion of free personal care – which was previously only available to those aged over 65 - came into force on 1 April 2019 and is often referred to as ‘Frank’s Law’. 4.6 Public Bodies (Joint Working) (Scotland) Act 2014 Health and Social Care Integration. The Public Bodies (Joint Working) (Scotland) Act 2014 established the legislative framework for the integrated of health and social care. Local authorities and health boards delegate functions to the Integrated Joint Board who are responsible for planning and commissioning of services. 5 Non Residential Care The legal basis for charging for non-residential services can be found in the Social Work (Scotland) Act 19687, the Community Care and Health (Scotland) Act 20028and the Mental Health (Care and Treatment) (Scotland) Act 2003.9With regard to the initial guidance on charging, as set out in the Social Work (Scotland) Act 1968 Section 87i, and with regard to subsequent development of COSLA guidance, councils have the power to charge for a range of non-residential social care services. 6 Guiding Principles of Charging Policy The main principles of the policy are: a) Income Maximisation to the service user: i. All service users will be offered an Income Maximisation service at the point of assessment. This allows service users to be made aware of the range of benefits they may be entitled to; and ii. Prior to taking up services, all service users will be supported and expected to optimise their access to income and entitlements, for example, Independent Living Fund income and personal/injury compensation payments. 5 https://www.legislation.gov.uk/ssi/2002/303/made 6 https://www.gov.scot/publications/free-personal-nursing-care-qa/ 7 http://www.legislation.gov.uk/ukpga/1968/49/contents 8 https://www.legislation.gov.uk/asp/2002/5/contents 9 http://www.legislation.gov.uk/asp/2003/13/contents Page 498
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9 | P a g e iii. Service users in receipt of benefits for specific purposes such as mobility component will utilise these to support their access to services. b) Financial assessments take into account of the cost of any fixed charges applied; i. Where a service user receives more than one service, a consolidated assessment will be undertaken to ensure they are not charged more than they can afford for the package of care services they receive; c) The impact on the well-being of carers and service users is considered when charges are applied; d) Charges are set at a level whereby the charge rarely covers the full economic cost of the service provided and will never exceed the full cost of service; and e) Free Personal Care will apply to all service users regardless of age, sex, disability or any other protected characteristic. 7 Exemptions from Charging The Charging Policy will not be applied to anyone facing the following circumstances: a) Service users presenting as homeless are exempt from charging for a period of up to 2 years or until the point that they are resettled into their accommodation; b) Services directly attributable to Carers are not chargeable; c) People who are subject to a Compulsion Order10; d) Services for children (under 19 years of age) will continue to be exempt from charging for non-residential services; e) People who are terminally ill (see section 8.3 below); 8 Charging Guidance 8.1 Chargeable services Councils have the power to charge for the following adult non-residential care services. The exceptions to charge are notes above in relation to free personal care and some elements of respite. The definition of Respite can be found here and further information on the WDC Carers Strategy can be found here. 10 Criminal Justice (Scotland) Act 2003 (legislation.gov.uk) Page 499
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10 | P a g e The list below is not exhaustive: a) Care at home for non-personal care, including the supply of food (whether in the form of a pre-prepared meal or ingredients for a meal) to, or the obtaining of food for the person, or the preparation of food prior to the point of supply to the person, remains chargeable. b) Housing Support c) Community Support (including social support) d) Building based day opportunities e) Lunch clubs f) Meals at home g) Wardens in sheltered housing h) Community alarms and telecare i) Laundry services j) Blue Badge Administration Scheme. Local Authorities administer the Blue Badge Scheme on behalf of the Scottish Government k) Transport Note: If a service user is in hospital then a credit can be requested by the service user notifying their social worker or point of contact within HSCP. Note: If a service user declines a service on a particular day or doesn’t show up to day centre, then a charge will still be applied. Note: if a service user is brought into a service under emergency care, charging won’t begin until week six of utilising the service. 8.2 Non Chargeable services The following services are non-chargeable: a) Services provided where the primary reason for service provision is to monitor children under “supervision” or children and families in crisis; b) Services provided to anyone with a compulsory order under the Mental Health (Care and Treatment) (Scotland) Act 2003; c) Services provided to adults subject to measures under the Adult Support and Protection (Scotland) Act 2007; d) Charges cannot be made for criminal justice social work services, advice and information about the availability of services, and assessment of care needs or care management; e) Nursing Care and Personal Care for people of all ages; f) Services directly attributable to Carers are not chargeable, example respite and short breaks; g) Preparation of or the provision of assistance with the preparation of food is not chargeable; h) Services for children (under 19 years of age) will continue to be exempt from charging for non-residential services; Page 500
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11 | P a g e i) Clients presenting as homeless are exempt from charging for a period of up to 2 years or until the point that they are resettled into their accommodation; j) Home Care services for 42 days on discharge from hospital; k) Support for people who are subject to Compulsion Orders under the Criminal Procedure (Scotland) Act 2003; and l) Support for unpaid carers which has been identified and documented within their adult carers support plan. Appendix 1 has a detailed list of Personal Care tasks, which are exempt from charging. 8.3 Terminal Illness The Charging Policy exempts service users who are terminally ill. If an individual is terminally ill then the HSCP can waive charges for services that are chargeable. This means that for all devolved disability benefits (when Social Security Scotland begin delivery) whether a person is eligible will depend on the clinical judgement of a medical practitioner (having paid regard to Chief Medical Officer guidance) that the individual has a progressive disease that can reasonably be expected to cause the individual's death. If this is the case, charges for social care will be waived. This prognosis should be evidenced through a benefits assessment under special rules in Benefits Assistance under Special Rules in Scotland (BASRiS) form or a letter from the individual’s General Practitioner or hospital consultant confirming the individual has already been awarded a BASRiS. In situations where a client has a DS1500, which confirms a service user’s diagnosis and treatment plan, this can also be accepted to confirm prognosis. For further information on the definition of a terminal illness please click here. For information on guidance from the chief medical officer on completing a BASRiS form, to comply with the Social Security (Scotland) Act 2018 please click here Chief Medical Officer’s guidance 8.3.1 How to get BASRiS forms Social Security Scotland has sent BASRiS forms to GP Practices, Hospices, private practices and NHS boards. These central bodies should distribute the forms to their staff where relevant. A registered doctor or nurse can now download a PDF version of the BASRiS form and submit it to Social Security Scotland by email. Information on how to do this can be found here. Page 501
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12 | P a g e 8.3.2 Additional Support a) frequently asked questions b) factsheet for clinicians outlining the changes c) leaflet for patients and those who support them d) Clinician's Helpline managed by Social Security Scotland All sources will be available in a single place on this website www.socialsecurity.gov.scot/terminal-illness 9 Non-Means Tested Fixed Charges and Means Tested Charges Charges fall into two categories: a) Non-Means Tested Fixed Charges; and b) Means Tested (or Financially Assessed) Charges. 9.1 Non-Means Tested (Fixed) Charges All non-means tested charges are charged at a flat rate and are applicable to all service users who receive the services below: Meals – Provided at Home Meals – Lunch Clubs Blue Badges Administration Scheme Transport (Taxi or Bus) Community Alarms Centre Based Day Opportunities Any fixed charges will be included as an expense within the financial assessment. Fixed charges are an additional charge on top of the means tested charge. While an active community alarm is in the house then there will be a charge regardless of activity of alarm. 9.2 Means Tested Charges The following are means tested charges: a) Care at Home (non personal care tasks); b) Social Support; c) Housing and Community Support Supported Living; and d) Practical Support. Page 502
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13 | P a g e These charges are financially assessed for each individual based upon their ability to pay. The individual will need to disclose all relevant financial details. Non-disclosure of required financial details will result in the maximum charge being applied. 10 Appeals against a charge If an individual wants to appeal against a charge, the individual can issue an appeal in writing and provide the appeal to their relevant social worker or point of contact. The applicable Head of Service will be notified of this appeal and will provide a decision on the individual case. Anyone who remains dissatisfied with the outcome of their appeal will be entitled to pursue their complaint through the HSCP’s normal complaints procedure. The procedure and related information can be found at the following link: http://www.wdhscp.org.uk/complaints/. Those who don’t have access to the internet, can contact their social worker or point of contact who can facilitate with the process. 11 The Financial Assessment Process West Dunbartonshire Council and HSCP aims to ensure that people in receipt of support and care services are not placed in financial hardship because of the way in which the services are charged. All service users in receipt of chargeable community care service undergo a financial assessment to determine how much the HSCP considers a service user can afford to pay towards the cost of the services they receive. In accordance with COSLA’s Guidance for Contributions Applying to Non-Residential Social Care Services, the amount an individual will be charge will be set according to their ability to pay. In the first instance, this requires an assessment of the person’s income and capital. This requires the service user or their representative to provide supporting documentation including bank statements and benefit letters. The supporting documentation will inform the calculation of the service users charge and the individual will receive notification of the charge in writing. Service users or their representative with appropriate legal powers who choose not to provide financial information and relevant supporting documentation will be charged the full chargeable cost of their care, subject to the current maximum charge. If a full financial assessment has been completed within the last twelve months, information previously collected will be used to calculate the service user’s charge. Charges will be reviewed in April each year to coincide with increases to pensions and benefits. Page 503
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14 | P a g e Charges are payable from the date that support services start and will be backdated to the date the person first received support if the financial assessment is completed after this date. Where an individual’s service is suspended, there will not be a charge for the service. Once services are reinstated, charging will recommence. Community Alarm charging will continue during service breaks unless the alarm is removed from the property permanently. If an individual has paid in advance, for example, they have made an annual payment, and then the HSCP will raise a credit at the request of the service user or their representative. If an individual has received a financial assessment and has been assessed as having the means to pay, the HSCP has the legal right to pursue all charges. This would be via the Council Corporate Debt Recovery procedure. As stated above, charging should be based on ability to pay and the application of Minimum Income Thresholds, Tapers and other relevant expenditure provides comfort that the outcome of any financial assessment is based on ability to pay. If a service user or their representative fails to pay any charges levied there is a risk that after exhausting debt recovery processes, the service may be suspended or withdrawn. If an incorrect financial assessment has led to an individual receiving a charge which is too much or too little, a new financial assessment will be undertaken and the correct charge will be applied from date of the revised assessment. If there are changes to an individual’s financial situation, such as an increase or decrease in their benefits it is essential the service user or their representative notify the HSCP and request a reassessment. Any impact on the assessed contribution will be effective from the date of the change. Invoicing for any non-residential service is done on an annual basis, much like the current council tax invoicing system. Service users can choose how to pay the annual figure via a lump sum or in instalments. The financial assessment is currently within the IRF2. Guidance on how to complete the IRF and the financial assessment, please click here. This may be subject to change. 12 Fraud If there is a suspicion of fraud or fraud has been identified then the care manager who undertook the financial assessment should contact the Corporate Fraud Team: https://intranet.west-dunbarton.gov.uk/resources/audit-fraud/fraud. Guidance on how to detect fraud can also be found on this website. Page 504
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15 | P a g e 13 Deprivation of Capital If the HSCP has evidence that an individual has not declared a capital asset in order to avoid or reduce a charge then it may treat the individual as still possessing that asset when assessing ability to pay. 14 Minimum Income Threshold, Buffer, Charge Tapers and Maximum Charge Minimum Income Threshold is the minimum level of income a service user is in receipt of before being considered to contribute towards non-residential services. The threshold is based on DWP benefit rates as recommended by COSLA, and the application of a percentage increase in recognition of low income, known as a buffer. This policy applies a buffer of 25%, as recommended by COSLA. Based on benefit awards, there are four Threshold levels detailed in Appendix 2. Individual local authorities determine the amount of disposable income in excess of the Minimum Income Threshold (including the buffer) which will be taken into account when determining the level of service user charge. This is achieved by the application of a percentage, known as a taper. West Dunbartonshire Council applies a 75% taper which results in only 75% of disposable income in excess of the Minimum Income threshold from being taken into account Disposable income is the income, which the individual is left over after deducting housing costs, income and weekly living costs (including any other fixed charges applied for HSCP services). The maximum charge that the service user can afford to pay is thereafter calculated based on 75% of their residual income up to a maximum of £90.50 per week (excluding the fixed charges). This is achieved by the application of a taper. The level of taper applied is at the Council’s discretion and will be reviewed on an annual basis to ensure that a balance between cost recovery and fair charging is maintained. The income thresholds are found in section Appendix 2 Minimum Income Thresholds 2025/2026. Page 505
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16 | P a g e 15 Income to be disregarded 15.1 Principles on income which can be disregarded The HSCP will not include the following areas of income when working out the charge for an individual: a) Mobility Component of Personal Independence Payments, Housing Benefit, Council Tax Reduction and War Pensions; b) The assessable income should be net of housing and council tax costs (where applicable.) This includes rent, mortgage payments, Council Tax, water and sewerage costs; c) Income derived from benefits paid for or on behalf of a dependent child will be disregarded; d) Kinship Care payments will be disregarded; e) Where a service user or their partner is in receipt of earned income, only net earnings are considered, and a maximum earnings disregard of £20 is applied. For example if someone earns £100 after tax then the council would take £80 into consideration when undertaking a Financial Assessment; f) All service users with capital of £10,000 or less to be disregarded and tariff income applied of £1 for each unit of £500 over £10,000; g) Statutory re-dress scheme for survivors of historical child abuse; h) Child Disability Payment (CDP) and Short-Term Assistance (STA); i) Scottish Infected Blood Scheme (SIBSS) (and equivalent UK schemes e.g. England Infected Blood Support Scheme); j) Victims Payment Regulations 2020; k) Redress Board (Northern Ireland); l) Payment Scheme for Former British Child Migrants; m) Thalidomide payments; n) Future Pathways discretionary fund; o) Windrush Compensation Scheme;11 p) UK Energy Bills Support Scheme; q) Homes for Ukraine Payments; and r) Infected blood compensation. 15.2 Income which will be disregarded The HSCP will disregard the following: Adoption (Scotland) Act 1978 (section 51A) Payments 11 https://www.gov.uk/apply-windrush-compensation-sch Page 506
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17 | P a g e Age-Related payments Act 2004 Payments Backdated Benefits Bereavement Payment Budgeting Loan Capital – various different levels of disregard Carers Allowance (previously Invalid Care Allowance) Carers Premium Certain payments made to trainees Charitable and special funds Child Benefit Child related premiums paid to pre April 2003 Income Support Claimant Child Support Maintenance Payments Child Tax Credits Children's Benefits Christmas bonus Christmas Bonus paid with benefits Cold Weather Payments Concessionary Coal payments Council Tax Benefit / Council Tax Reduction Dependency increases paid with certain benefits Difference between higher and lower rate of Attendance Allowance and higher and middle rate of DLA care when the person is not receiving night-time services Difference between enhanced and standard rate of Personal Independence Payment (Daily Living Component) when the person is not receiving night-time services Direct Payments made by a local authority under Section 12B of the Social Work (Scotland) Act 1968 to Individuals in respect of a care service that they or a dependent child have been assessed as requiring Disability benefits paid to client's partners where the partner is not a service user Disability Living Allowance or Disability Assistance (Mobility component) Disability payment in respect of child Discretionary Housing Payments Far East Prisoner of War payment Gallantry Awards (e.g. GC, VC, similar from abroad) Future Pathways – Discretionary Fund Guarantee Credit Guardian’s Allowance Housing Benefit Income from a “home income plan” annuity Income from a mortgage protection policy Income frozen abroad Income in kind Income Support Page 507
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18 | P a g e Independent Living Fund Scotland Payments Industrial Disablement Benefit Industrial Injuries Benefit Industrial Injury Disability Benefit Kinship Care payments Personal Independence Payment (Mobility Component) MOD Pension Non-dependent child payments Non-therapeutic Earnings Personal property, such as household goods, family car etc. Scottish Welfare Fund – Community Care Grants Scottish Welfare Fund – Crisis Grants Social Fund payments Statutory Redress Scheme and Advance Payment Scheme– Survivors of Historical Child Abuse Student Loan Repayment Sure Start Maternity Grant Tax Credits The Macfarlane Trust Thalidomide Trust The value of any ex-gratia payments from the Skipton Fund to people infected with Hepatitis C as a result of NHS treatment with blood or blood products Therapeutic Earnings Trainees’ training premium and travelling expenses Victoria Cross/Japanese Prisoner of War Payments Victoria or George Cross payments War Pensioner’s Mobility Supplement War Widow(er)'s supplementary pension War Widow’s Pension (but not War Widows’ Special Payments) War Widows Pension (pre 1973) War widows special victims awards War Widows/Widowers Pension War Widows’ Special Payments Where the Service User is a student, any grant payment for a public source intended for the childcare costs of a child dependent Winter Fuel Payments Work expenses paid by employer, and expenses paid to voluntary workers Child Disability Payment (CDP) and Short-Term Assistance (STA); Scottish Infected Blood Scheme (SIBSS) (and equivalent UK schemes e.g. England Infected Blood Support Scheme); Victims Payment Regulations 2020; Redress Board (Northern Ireland); Page 508
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19 | P a g e Payment Scheme for Former British Child Migrants; Earnings disregard of Maximum £20.00 per week; Windrush Compensation Scheme; UK Energy Bills Support Scheme; Homes for Ukraine Payments; and Infected blood compensation. 16 Disability Related Expenditure The Social Work (Scotland) Act provides the legal basis for charging for social care support at home. Under s87 of the Act charges must be both “reasonable and practicable” for an individual to pay. Understanding the associated additional daily living costs of living with an illness or impairment is essential to ensure charging levels meet this test. Failure to consider Disability Related Expenditure (DRE) as part of the financial assessment could result in charging levels, which cause financial hardship and undermine the right of people living with an illness or impairment to live independently. It is also important to ensure people undertaking the financial assessment process are aware to provide information relating to disability related expenditure. Examples of DRE are: Equipment Certain medication and health-related purchases (including creams, pressure relief pads, etc) Incontinence pads/goods Personal Protective Equipment costs Chargeable aids and adaptations (which are not provided by local equipment services) Equipment for monitoring and communication (including smartphone/tablets) Accessible vehicle costs Services Healthcare (massage/physio/osteopath/acupuncture/chiropractor treatments, etc) Gardening, cleaning, online shopping delivery fees – if you cannot go to the shops because of a disability Taxis if public transport is inaccessible Internet connectivity – if needed for wellbeing, monitoring or for disability aids to connect Subscriptions such as personal alarm, app subscriptions(does not include Community Alarms provided by the Local Authority). Page 509
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20 | P a g e Laundry collection and delivery/service washes. Substitutions: Ready meals vs ingredients to cook with Washed and chopped vegetables etc Specially adapted clothing/shoes. Additional Household Costs Laundry (extra washes due to incontinence or specialist washing powder) Heating – if someone’s condition requires an above average temperature maintained in the home for example. 17 Financial Hardship Where a service user has difficulty in meeting the approved charges due to their financial circumstances, the service user can contact their relevant social worker or point of contact. The applicable Head of Service will be notified of this and will provide a decision on the individual case. 18 Respite/Short Breaks The statutory guidance on the Carers (Scotland) Act 2016 includes updated guidance on the requirement to waive charges for carer support and how it interacts with the carers’ rights to support under the Act. Appendix 6 provides some examples to help carers, service users and services with decision-making. Page 510
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21 | P a g e Appendix 1 Personal Care Services exempt from charging (service user and/or partner combined) Assistance with laundry associated with medical condition e.g. bed changing Special preparation of food associated with dietary requirements Assistance with eating/drinking Getting out of bed Going to bed Assistance with dressing / undressing Assistance with washing and bathing Assistance with personal grooming/dental Hygiene e.g. shaving and nail care Assistance with continence care Assistance with toileting Assistance with medication supervising/reminding Assistance with mobility Assistance with specialist feeding Assistance with stoma care Assistance with catheter care Assistance with skin care Administering of medication (including administering of oxygen) Rehabilitation work (under support of professional) Food preparation Page 511
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22 | P a g e Appendix 2 Minimum Income Thresholds 2025/2026 Minimum income thresholds mean that service users whose income falls below the charging threshold do not need to pay a charge for their service. These rates are based on COSLA guidance and DWP rates of benefit and are not determined by West Dunbartonshire Council. A buffer is applied to recognise that not all of a person’s income should be taken into account when calculating charges for people on low incomes or who may incur additional living costs due to their impairment or to support frailty. This buffer is currently set at 25% as per COSLA guidance. All thresholds are rounded up. For people below state pension qualifying age, the Income Support Personal Allowance and the Disability Premium are added together with the buffer added to the sum of these two rates. The thresholds for 2025/2026 are in the below box, with a note of the previous year’s rates: 2024/25 2025/26 Single person under pension qualifying age £167 £170 Couple under pension qualifying age £238 £258 Single person over pension qualifying age £252 £284 Couples over pension qualifying age £384 £434 Appendix 3 Charge Tapers The charge tapers will be 75% (excluding personal care) for all service users. Appendix 4 The maximum weekly means tested charge levied by the Council WDHSCP have taken the decision to apply a maximum weekly charge for means tested services. This is currently £90.50 per week. Fixed flat rate charges will be over and above this charge, however, the Financial Assessment will take account of any fixed charges as an outgoing expenditure. Page 512
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23 | P a g e Appendix 5 Fixed Charges for HSCP services These fixed charges will increase annually by 4% in line with inflation. If there are any other changes to the charges out width of the annual % increase then the consultation process will begin. There was a 10% increase in charges in 2024/2025 Fixed Charge Frequency 2021/2022 (£) 2022/2023 (£) 2023/2024 (£) 2024/2025 (£) 2025/2026 (£) Day Care charge to other Councils Per day 102.40 102.40 112.60 123.90 130.00 Community Alarms Weekly 5.40 5.40 5.90 6.50 6.80 Respite Care (18- 24 yrs.) Per day 13.00 13.00 14.30 15.70 16.50 Respite Care (25- 64 yrs.) Per day 16.00 16.00 17.60 19.40 20.40 Respite Care (65+ yrs.) Per day 24.50 24.50 27.00 29.70 31.20 Building Based Day Centre charge for Meals Per meal 3.10 2.90 3.20 3.50 3.70 Care at Home Meal Per meal 2.30 2.30 2.50 2.80 2.90 Benview Lunch Club Per meal 2.90 2.90 3.20 3.50 3.70 Manse Gardens Lunch Club Per meal 2.90 2.90 3.20 3.50 3.70 Charge for Transport - Round Trip Per trip 3.60 3.60 4.00 4.40 4.60 Charge for Transport - Single Journey Per trip 1.80 1.80 2.00 2.20 2.30 Blue Badge Dependent on a person circumstances 20.00 20.00 20.00 20.00 20.00 Building based Day Centre support Per day/session 10.80 4.30 4.70 5.20 5.50 Page 513
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24 | P a g e Appendix 6 Worked Examples to explain how charges are calculated Example 1 A 90-year-old woman lives in a local authority house with full Council Tax and Housing Benefit, receiving 9.25 hours of personal care and 1.5 hours domestic care per week. None of these services is provided overnight. Her weekly income is £317.10. The total cost of her chargeable services is £25.73. This charge does not include personal care, as personal care is a free service. The charge applied to this service user will be £17.33 per week. Example 2 Mr and Mrs A (aged 55 and 57) live in rented accommodation. They receive 14 hours of housing support, 3 hours of personal care and 2 hours of social support in the community. Their income is £498.30. They also receive full housing and council tax benefit. The total cost of their chargeable services is £274.40. This charge does not include personal care, as personal care is a free service. Their financial assessments indicated that they could afford to pay £754.30per week towards the cost of their care. In this example, the service users will pay £40.73 per week. Example 3 A 30-year-old man with learning disabilities lives in a local authority house. He receives 5 hours personal care, 6 hours of domestic care, 6 hours social support and 20 hours housing support per week, which costs £634.55. He receives Personal Independence Payment of £159.17. He also earns £65 a week from a part time job however qualifies for the higher earnings disregard of £20 because he is in receipt of DLA component. His financial assessment indicated that he could afford to pay £21.17 per week towards the cost of their care. In this example, the service user will pay £18.87 per week. Page 514
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25 | P a g e Appendix 7 Worked Examples of Non-Residential Social Care Service Charges 2025/2026 Description Example 1 Example 2 Example 3 Service Cost: £278.64 £492.48 £959.04 Support Hours Personal Care 9.25 3.00 5.00 Domestic Care 1.50 0.00 6.00 Social Support in the Community Nil 2.00 6.00 Housing Support Nil 14.00 20.00 Total Hours 10.75 19.00 37.00 Chargeable Hours Personal Care Nil Nil Nil Domestic Care 1.50 0.00 6.00 Housing Support Nil 14.00 20.00 Social Support in the Community Nil 2.00 6.00 Total Hours 1.50 16.00 32.00 Cost of Chargeable Hours: £38.88 £414.72 £829.44 Income State Pension £175.00 Nil Nil DWP Benefits Nil £320.00 £159.17 Occupational Pension Nil Nil Nil Pension Credit (over 60) £45.85 Nil Nil AA/DLA Care Component £89.15 £178.30 £0 Earnings Less Earnings Disregard Nil Nil £65.00 -£20.00 Gross Income £317.10 £498.30 £204.17 Less: Threshold £284 £434 £170 Less: Housing Costs for Water & Sewerage charges £10.00 £10.00 £13.00 = Available Income £23.10 £54.30 £21.17 x Taper (75p in £) £17.33 £40.73 £18.87 Actual Charge Applied A charge of £17.33 is applied. A charge of £40.73 is applied A charge of £18.87 is applied. Page 515
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26 | P a g e Appendix 8 Residential Care Two sets of regulations made to the National Assistance Act 1948 came into force on 9 April 2018: The National Assistance (Sums for Personal Requirements) (Scotland) Regulations 2019 (SSI 2019 No. 13); and The National Assistance (Assessment of Resources) Amendment (Scotland) Regulations 2019 (SSI 2019 No. 12). These regulate charges for residential care and provide local authorities with the means to assess service user charges when entering into temporary or permanent residential care. The Scottish Government provides detailed Guidance on the regulations and details can be found at the link below: https://www.sehd.scot.nhs.uk/publications/CC2019_02.pdf Appendix 9 Additional Information and Resources Website Name Link NHS Inform https://www.nhsinform https://www.nhsinform.scot/scotlands-service- directory/health-and-wellbeing- services?locpt=55.94509249999999%2c- 4.5646259&q=.scot/ West Dunbartonshire CVS Link Up https://www.linkupwestdunbartonshire.org/ https://www.wdcvs.com/wellbeing/link-up/ Scottish Government Benefits Page https://www.mygov.scot/benefits/ HSCP Services http://www.wdhscp.org.uk/ For guidance on how to complete a MLA please click here: My Life Assessment - Employee Intranet (west-dunbarton.gov.uk) For guidance on the eligibility criteria please click here: My Life Assessment Screening - Employee Intranet (west-dunbarton.gov.uk) To complete a ilearn or learnpro module on the MLA please click here: My Life Assessment Training - Employee Intranet (west-dunbarton.gov.uk) Page 516
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27 | P a g e For guidance on completing the MLA-Review form please click here: My Life Assessment Review - Employee Intranet (west-dunbarton.gov.uk) For guidance on how to complete the IRF1, IRF2 and financial assessment which is included in the IRF2 please click here: SDS IRF Completion Guide - Employee Intranet (west-dunbarton.gov.uk) For guidance on how to use care first please click here: CareFirst - Employee Intranet (west-dunbarton.gov.uk) For training on care first please email: carefirsttraining@west- dunbarton.gov.uk For SDS training please contact: SDS@west-dunbarton.gov.uk Appendix 10 Service Definitions The service definitions are on the HSCP website: http://www.wdhscp.org.uk/adults- with-disabilities/service-definitions/ and http://www.wdhscp.org.uk/adults-and-older- people/service-definitions/. Page 517
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Assessment No 1210 Owner Laura Evans Resource Health Social Care Partnership(HSCP) Service/Establishment Joint Name Julie Slavin Job title Chief Finance Officer Head Officer Julie Slavin Members Julie Slavin – Chief Financial Officer Terry Wall – HSCP Accountant Yvonne Sloan – HSCP Accountant Cheryl Taylor – Self Direct Support Manager Sheryl Harvey - HSCP Accountant Jacqueline Carson – Integrated Operations Manager(IOM) Care at Home and Reablement services Theresa Connor – IOM Adult and hospital discharge services Anne Kane – IOM Mental Health Services Bernadette Smith – IOM Residential Care Julie Campbell - IOM Mental Health Services Sylvia Chatfield – Head of Service Learning Disability, Addictions and Mental health Fiona Taylor - Head of Health and Community Care Ailsa King – Equalities Lead and Health Improvement Officer Gillian Gall – Head of HSCP Human Resources Gemma Cowie – IOM for Learning Disability services Policy Title Charging Policy Changes 2025/2026 The aim, objective, purpose and intended outcome of policy Consider if the following changes should be implemented or not. Add in different thresholds based on age Increase taper from 50% to 75% Charge Independ Living Fund (ILF) service users for social care Service/Partner s/Stakeholders/ service users involved in the Development and/or implementation of policy. Internal Stakeholders Julie Slavin – Chief Financial Officer Terry Wall – HSCP Accountant Yvonne Sloan – HSCP Accountant Cheryl Taylor – Self Direct Support Manager Sheryl Harvey - HSCP Accountant Jacqueline Carson – Integrated Operations Manager(IOM) Care at Home and Reablement services Theresa Connor – IOM Adult and hospital discharge services Anne Kane – IOM Mental Health Services Bernadette Smith – IOM Residential Care Julie Campbell - IOM Mental Health Services Sylvia Chatfield – Head of Service Learning Disability, Addictions and Mental health APPENDIX 3 Page 518
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Fiona Taylor - Head of Health and Community Care Ailsa King – Equalities Lead and Health Improvement Officer Gillian Gall – Head of HSCP Human Resources Gemma Cowie – IOM for Learning Disability services Three public consultations took place held on the 21, 29 and 30 October across Clydebank and Dumbarton. The session held on the 21 was open to partner organisations and HSCP operational services only and the sessions on the 29 and 30 were open to members of the public, partner organisations and HSCP operational services. The two public consultations were promoted via Twitter and Facebook, and partner organisations and operational managers within HSCP were asked to share with their service users. The partner organisations and HSCP operational services invited to the three sessions were; Carers of West Dunbartonshire; Improving Lives; Shop Mobility; Glasgow Disability Alliance; HSCP Adult Day services Mental Health Network Greater Glasgow and Clyde; Golden Hands of Friendship; Kinship Carers; HSCP Learning Disability service; Adult Social Work team; HSCP Self-Directed Support Team; HSCP Mental Health services; and HSCP Addiction services. On the 21 October, ten service users and/or carers attended with representatives from Carers of West Dunbartonshire. HSCP staff facilitated this session. On the 29 October, six members of the public attended, with members from Improving Lives, Mental Health network and West Dunbartonshire Councilors representative their constituents attended. HSCP staff facilitated this session. On the 30 October, seven members of the public attended, with members from Kinship Carers, Shop Mobility and Glasgow Disability Alliance. HSCP staff facilitated this session. A survey was created to capture the views of those who could not attend the face to face public consultation. The survey was sent out via West Dunbartonshire Council Facebook page, HSCP Twitter page, partner organisations and HSCP operational managers. This survey closed on Monday 6 January 2025. Page 519
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Does the proposals involve the procurement of any Goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All citizens of West Dunbartonshire who could be prospective users of a HSCP service, current users of a HSCP service will be affected by this policy. Who will be/has been involved in the consultation process? Meeting held on the 14/03/2024 with the following group: Julie Slavin – Chief Financial Officer Terry Wall – HSCP Accountant Yvonne Sloan – HSCP Accountant Cheryl Taylor – Self Direct Support Manager Sheryl Harvey - HSCP Accountant Jacqueline Carson – Integrated Operations Manager(IOM) Care at Home and Reablement services Theresa Connor – IOM Adult and hospital discharge services Anne Kane – IOM Mental Health Services Bernadette Smith – IOM Residential Care Julie Campbell - IOM Mental Health Services Sylvia Chatfield – Head of Service Learning Disability, Addictions and Mental health Fiona Taylor - Head of Health and Community Care Ailsa King – Equalities Lead and Health Improvement Officer Gillian Gall – Head of HSCP Human Resources Gemma Cowie – IOM for Learning Disability services Three public consultations took place held on the 21, 29 and 30 October across Clydebank and Dumbarton. The session held on the 21 was open to partner organisations and HSCP operational services only and the sessions on the 29 and 30 were open to members of the public, partner organisations and HSCP operational services. The two public consultations were promoted via Twitter and Facebook, and partner organisations and operational managers within HSCP were asked to share with their service users. The partner organisations and HSCP operational services invited to the three sessions were; Page 520
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Carers of West Dunbartonshire; Improving Lives; Shop Mobility; Glasgow Disability Alliance; HSCP Adult Day services Mental Health Network Greater Glasgow and Clyde; Golden Hands of Friendship; Kinship Carers; HSCP Learning Disability service; Adult Social Work team; HSCP Self-Directed Support Team; HSCP Mental Health services; and HSCP Addiction services. On the 21 October, ten service users and/or carers attended with representatives from Carers of West Dunbartonshire. HSCP staff facilitated this session. On the 29 October, six members of the public attended, with members from Improving Lives, Mental Health network and West Dunbartonshire Councilors representative their constituents attended. HSCP staff facilitated this session. On the 30 October, seven members of the public attended, with members from Kinship Carers, Shop Mobility and Glasgow Disability Alliance. HSCP staff facilitated this session. A survey was created to capture the views of those who could not attend the face to face public consultation. The survey was sent out via West Dunbartonshire Council Facebook page, HSCP Twitter page, partner organisations and HSCP operational managers. This survey closed on Monday 6 January 2025. Please outline any particular need/barriers which equality groups may have in Relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Page 521
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Protected Characteristic Needs Evidence Impact Age There is a clear relationship between long-term health conditions or disability and increasing age. In 2020, the Scottish Health Survey found that the prevalence of any long-term condition increased with age, from 32% among those aged 16-44, to 68% among those aged 75 and over. The ageing population nationally and within West Dunbartonshire mean that there will be expected increase in demand on a HSCP services. The Adult Strategic Needs assessment http://www.wdhscp .org.uk/media/2521 /sna-aop-june- 2022.pdf https://www.gov.scot/binaries/c ontent/documents/govscot/pub lications/research-and- analysis/2022/06/national-care -service-adult-social-care- scotland-equality-evidence- review/documents/adult-social- care-scotland-equality- evidence-review/adult-social- care-scotland-equality- evidence- review/govscot%3Adocument/ adult-social-care-scotland- equality-evidence-review.pdf Service Users Negative Adding in different threshold for those who are at retirement age and those who are not, means those who haven’t reached retirement age have a lesser threshold to meet and have a higher chance they will need to pay a charge. The Equalities act states age as a protected characteristic meaning that no one should be discriminated based on their age. COSLA state HSCPs should consider this if there will be different thresholds based on age. A service user may cancel the service if they cannot afford it. Service Users – Positive The revised Area Resource Group process, requires every service user to have a completed My Life Assessment and financial assessment. These documents allow a discussion with the service user if they wish for their benefits to be maximized and a referral to be made. The process allows practitioners to think that non critical services such as social support, day service, are services which service users can use their benefits to pay for. HSCP negative impact If HSCP implemented different thresholds for those who are retired or not, there is a risk of reputational damage, as the thresholds were removed in 2022 because of the equality impact on age. Disability In 2019 29% of West Dunbartonshire adults had a limiting long-term physical or mental health Condition. Learning disability rates are above the Scottish Average. Individuals with learning disabilities have some of the poorest health outcomes of any group in Scotland. A large proportion of the current service users would be classified as having a disability The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Service user – positive Those who receive Independent Living fund are typically a service user of the Learning and physical disability service. Currently those receiving ILF are not required to pay any charges for a HSCP service as they already contribute towards their services via their ILF. On the 1st April 2024, the ILF fund was open to everyone. This means there will be a higher amount of people who will have access to this fund and be eligible for a free service. Service User negative impact ILF service user pay the ILF fund an amount for services they receive. If ILF service users were to be charged, this mean they would need to pay the maximum HSCP charge minus the charge they pay ILF, which would equal the charge ILF service users would be charged by HSCP. HSCP negative impact In 2022, HSCP decided not to pay ILF service users, if ILF service users were to be charged there is a risk of reputational damage to HSCP. Gender reassign There is no national data about gender reassignment and people who access social The adult Strategic needs assessment Positive and negative impact - included in cross cutting section. Page 522
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care. However, given the prevalence of social care needs in the population and across the life course, it is likely that some trans people will require social care support. http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Marriage and Civil Partnership Those who are married or in a civil partnership may be a service user of the HSCP Care at Home service. Evidence of relationship status can be found on the My Life Assessment Service user – Negative If a service user has a partner who lives in the same household, then their finances need to be reviewed collectively even if only one person receives social care support. If the threshold is split based on age, then the partnership threshold will be different based on the age of the service charge. For example, if you are a couple and are below the retirement age then the threshold is lower. Service user positive impact If one of couple are of retirement age, then the higher threshold will be used. Positive and negative impact - included in cross cutting section. Pregnancy and Maternity There is no national data about pregnancy and maternity and social care. However, there is a substantial cohort of women of child-bearing age who are receiving social care, and many of this group are likely to experience pregnancy and maternity. There are 22,710 women aged 18-64 receiving social care in Scotland. Within the general population, there are around 50 live births per 1,000 women of childbearing age79 in Scotland. Evidence of status can be found on the My Life Assessment Positive and negative impact - included in cross cutting section. Race Research by the ALLIANCE and Self-Directed Support Scotland (SDSS), which explored people's experience of Self-directed Support and social care in Scotland, highlighted barriers to support for Black and minority ethnic people, including: access to information and advice; and cultural awareness and understanding. This was particularly the case for Black and minority ethnic women, and the report suggests that this could be associated with women having less fluency in English in home communities. https://www.gov.scot/publ ications/race-equality- framework-scotland-2016 -2030/documents/ Evidence of race can be found on the My Life Assessment Positive and negative impact - included in cross cutting section. Religion and Belief There is no national data on religion or belief for people who access social care, although NRS analysis of population data suggests that Scotland is becoming more ethnically and religiously diverse. Evidence of religion/belief can be found on the My Life Assessment Positive and negative impact - included in cross cutting section. Sex Life expectancy is lower than the Scottish average for both men and Women within WDC. Evidence of sex can be found on the My Life Assessment Positive and negative impact - included in cross cutting section. Page 523
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Research by the ALLIANCE and Self-Directed Support Scotland (SDSS), which explored people's experience of Self-directed Support and social care in Scotland found some variation in men and women’s experiences. For participants in this study, women had generally received less information about Self-directed Support options and budgets than men, and were less content with the quality of information that they received The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Sexual Orientation LGBTQI+ identities are associated with poorer health and wellbeing. The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Positive and negative impact - included in cross cutting section. Human Rights Right to equality Fairness Respect Equality Dignity Autonomy The right for respect for private and family life, dignity and autonomy protected by the HRA (Article 8 of the European Convention on Human Rights) and by Article 19 of the Convention on the Rights of Persons with Disabilities Human Rights Act Positive and negative impact - included in cross cutting section. Health The longstanding impacts of poverty, poor employment and multiple deprivation have led to a less healthy population in West Dunbartonshire. The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Positive and negative impact - included in cross cutting section. Social and Economic Impact Overall, substantially higher proportions of people in the most deprived areas in Scotland receive home care support; 26% of people receiving home care lived in the most deprived areas, compared to 13.9% in the least deprived. However, this varies by age; 36.2% of those aged 16-64 receiving home care lived in the most deprived areas, compared to 7.5% in the least deprived, while there was little difference in the age 85 and over age group The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Positive and negative impact - included in cross cutting section. Cross Cutting Impacts on all protected characteristics and external impacts. The adult Strategic needs assessment - http://www.wdhscp.org.uk/med ia/2521/sna-aop-june-2022.pdf Service User - Positive impact Personal care is a free service within Scotland. Personal care will continue to be provided and be free to all ages and to service users who are eligible for the service. Removing the maximum charge, means service users who can afford to pay for services will do so. Page 524
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The revised ARG process, requires every service user to have a completed My Life Assessment and financial assessment. These documents allow a discussion with the service user if they wish for their benefits to be maximized and a referral to be made. The process allows practitioners to think that non critical services such as social support, day service, are services which service users can use their benefits to pay for. Those who receive Independent Living fund are typically a service user of the Learning and physical disability service. Currently those receiving ILF are not required to pay any charges for a HSCP service as they already contribute towards their services via their ILF. On the 1st April 2024, the ILF fund was open to everyone. This means there will be a higher amount of people who will have access to this fund and be eligible for a free service. Service user – Negative Impact If a service user has a partner who lives in the same household, then their finances need to be reviewed collectively even if only one person receives social care support. If the threshold is split based on age, then the partnership threshold will be different based on age. For example, if you are a couple and are below the retirement age then the threshold is lower. Adding in different threshold for those who are at retirement age and those who are not, means those who haven’t reached retirement age have a lesser threshold to meet and have a higher chance they will need to pay a charge. The Equalities act states age as a protected characteristic meaning that no one should be discriminated based on their age. COSLA state HSCPs should consider this if there will be different thresholds based on age. Currently service users pay 50p for every £1 of means tested services. By increasing the taper to 75% this means service users would pay 75p for every £1. This means service users will be paying for the same service they receive now. This could lead to cancelling the service and not meeting their required outcomes. A service user may cancel the service if they cannot afford it. ILF service user pay the ILF fund an amount for services they receive. If ILF service users were to be charged, this mean they would need to pay the maximum HSCP charge minus the charge they pay ILF, which would equal the charge ILF service users would be charged by HSCP. Page 525
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Issue Description Action Description Actioner Name Due Date Ownership of supporting service users with benefit forms. Consider who should be helping service users complete benefit forms. Currently a social worker should refer to Working4u or help the service user complete the form Julie Slavin TBC Under-utilisation of Attendance Allowance. Currently in WDC. Promote the under- utilisation of Attendance Allowance. Currently 15% of eligible citizens receive attendance allowance, meaning 85% should be, but aren’t. Julie Slavin TBC Policy has a negative impact on an equality group, but is still to be Implemented, please provide justification for this. The charges are for non-critical services, service users who use these services are eligible for attendance allowance, and can use these benefits to pay for these services. Will the impact of the policy be monitored and reported on an ongoing bases? HSCP positive impact Other Local Authorities will be increasing their taper, therefore WDC HSCP would be implementing a similar change. HSCP negative impact If HSCP implemented different thresholds for those who are retired or not, there is a risk of reputational damage, as the thresholds were removed in 2022 because of the equality impact on age. In 2022, HSCP decided not to pay ILF service users, if ILF service users were to be charged there is a risk of reputational damage to HSCP. Page 526
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Yes – the charging policy is reviewed on a yearly basis. Q7 What is you recommendation for this policy? Implement the following changes: Add in different thresholds based on age Increase taper from 50% to 75% Charge ILF service users for social care Please provide a meaningful summary of how you have reached the Reviewing the feedback from consultation and feedback from staff. Page 527
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Housing & Employability Council: 5 March 2025 Subject: Housing Revenue Account (HRA), Housing Capital Investment Programme, Revenue Budget, and Rent Levels for 2025/26 1. Purpose 1.1 To seek Council approval of the proposed HRA capital investment programme and the HRA revenue budget for 2025/26 and to agree the level of weekly rent increase for 2025/26. 2. Recommendations 2.1 It is recommended that Council: i) Notes the progress made in delivering the HRA Capital Investment Programme for 2024/25 as detailed in appendix 1. ii) Approves the HRA Capital Investment Plan 2025/26 – 2029/30 as detailed in Appendix 2. iii) Approves the HRA revenue budget for 2025/26 as detailed in Appendix 3 and Appendix 4. iv) Approves an 8.0% weekly house rent increase for 2025/26: an average increase of £7.57 per week on a 52-week basis (£8.38 per week on a 47- week basis), inclusive of the Gypsy Traveller site at Dennystoun Forge. v) Approves an 8.0% lock up and garage site rent increase for 2025/26: an increase to lock-up rents of £0.48 per week to £6.52 per week on a 52-week basis. (£0.53 per week to £7.21 per week on a 47-week basis) vi) Approves a 8.0% rent increase for homeless temporary accommodation. vii) Notes the outcome of the tenant consultation process as detailed in Appendix 5. viii) Notes that the HRA revenue account continues to face considerable ongoing cost pressures and that the latest forecast is for HRA to draw on all £0.968m of HRA reserves in 2024/25 with a General Fund contribution of circa £0.350m needed to balance the HRA account. ix) Notes that the HRA prudential reserve target for 2025/26 is £1.16m (2% of gross expenditure) and that the HRA will need to steadily rebuild its reserves to this level through future years rent strategies. ITEM 9 Page 529
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3. Background 3.1 West Dunbartonshire Council (the Council) is the landlord for 10,444 homes located in communities across West Dunbartonshire. In delivering this landlord role, the Council strives to provide good quality, affordable, safe, secure, and warm housing that is fundamental to the health and well-being of individuals and families, the sustainability of local communities and the success of the local economy. 3.2 The Council has a legal requirement under the Housing (Scotland) Act 2001 to consult council tenants and have regards to their views before considering any proposed rent increase. Approval of this report will demonstrate this obligation has been fulfilled. Full details of the consultative exercise are included at appendix 5 of this report. 3.3 The recommended rent increase for 2025/26 will contribute towards the funding of the HRA Capital Housing Investment Programme and fund increased HRA revenue costs which will allow for: Continued investment in tenant priorities through the More Homes/Better Homes Investment Programmes. Investment in improving homes including energy efficiency measures that help alleviate fuel poverty. Investment in measures to meet compliance with the proposed Social Housing Net Zero Standard which will help reduce council home carbon emissions. 3.4 In considering the structure of the budget, consideration has been given to increasing revenue, reducing costs and identifying ways to mitigate the impact of relatively high interest rates and increased employment costs. The service has focused on: Improving void performance and increasing the desirability of council housing stock. Strategic asset management of our council homes. Improving housing management generally. Strengthening cost control over revenue expenditure, including recruitment, overtime, property, and responsive repair costs. Value for money, including an ongoing review of charges to the HRA account. Stringent application of the rechargeable repairs policy. Reducing costs associated with the housing repairs service and void houses. Reviewing the spend across revenue and capital budgets to ensure all spend of a capital nature (spend that enhances and improves a capital asset) is charged to the HRA capital account. Page 530
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3.5 The following factors have been considered when preparing the 2025/26 HRA estimates: Inflation has been applied on relevant revenue and capital budget lines. Provision made for a 3.2% pay increase. Provision made for higher employer national insurance costs. A 4% turnover allowance has been applied to the employee cost budget. Debt interest rates have been assumed in line with projected council borrowing costs. 4. Main Issues 4.1 HRA Capital Investment Programme HRA Capital Investment Programme 2024/25 4.1.1 On 6 March 2024, Council approved a five-year HRA capital programme for capital works over the period 2024/25 - 2028/29. Progress delivering the 2024/25 element of programme is shown in Appendix 1. 4.1.2 The Better Homes Programme that invests in improving existing housing stock is projecting a £0.070m underspend in 2024/25. (0.2% of budget). Council has been advised of progress delivering this programme during 2024/25. 4.1.3 The More Homes Programme that invests in provision of new homes through regeneration, buyback acquisitions and the development of new build housing is forecasting a £4.9m underspend against budget. (14% of budget). A significant factor in this underspend is the reprofiled construction site starts at Willox Park, Bonhill Gap sites and Bank Street which are all now progressing and the stalled development site at Queens Quay Site C. 4.1.4 It is forecast that HRA capital resources will be £0.785m less than budget, as set out in appendix 1 of this report. HRA Capital Investment Programme 2025/26 – 2029/30 4.1.5 The HRA Capital Investment Programme has been developed using data from current stock condition surveys and a bi-annual stock assessment exercise. The main drivers for the programme are for the Council to deliver on the key objectives of the Council’s Better Homes Strategic Housing Asset Management Strategy and to ensure the Council complies with its health and safety responsibilities. In addition to investment in the core stock, the investment programme includes the Council’s ambitious ongoing new house build programme ‘More Homes West Dunbartonshire.’ Page 531
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4.1.6 The Investment Programme is consistent with evidenced tenant priorities which were reinforced through the findings of a tenant satisfaction survey undertaken in late 2024 which highlighted the two top spending priorities for tenants are: A responsive and high-quality repair and maintenance service; and Building new Council homes. 4.1.7 Due to the long-term nature of HRA capital investment, there is an ongoing need for assurance that investments are affordable in the longer-term taking account of estimated inflation, cost pressures, potential savings, and projected changes to future interest rates. Current financial modelling work identifies short term cost pressures across capital financing costs; however, capital financing costs are projected to stabilise in the medium term (3 – 5 years) as CPI inflation reduces to target levels and public sector borrowing rates reduce. 4.1.8 The HRA capital investment plan addresses the long term need to improve existing housing stock and provide new homes that meets the needs and aspirations of current and future tenants. This report outlines proposals for investment in housing led regeneration and renewal to meet this need. 4.1.9 Through the HRA Capital Investment Programme, investment of £292m is planned over the next five years. This will enhance and improve the Council’s housing stock, contribute to the wider transformation of West Dunbartonshire, and be central to improving West Dunbartonshire’s economic and social wellbeing. 4.1.10The housing supply and regeneration programme element of the HRA Capital Investment Programme ‘More Homes West Dunbartonshire’ will see investment of £116m over the next five years, partially funded by a projected minimum £50m of Scottish Government grant funding from the Affordable Housing Supply Programme. Therefore, for new builds and acquisitions, there is a net HRA capital cost of £66m over the next five years. The borrowing cost of financing new builds is spread over 60 years. 4.1.11The More Homes West Dunbartonshire programme contributes towards the Council’s commitment for 2,500 new homes over the period 2022 – 2032. Quarterly updates on progress including changes in programme will continue to be reported to the Housing and Communities Committee. 4.1.12The five-year HRA investment plan has been reviewed and rolled forward a year to 2029/30. It has been amended to recognise any necessary project re-profiling and anticipated funding. The result of this review is shown in Appendix 2 and summarised as follows Page 532
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Financial Year Expenditure £m Income £m Net £m 2025/2026 70.590 (15.324) 55.266 2026/2027 70.532 (11.901) 58.631 2027/2028 52.354 (4.801) 47.553 2028/2029 44.391 (5.801) 38.591 2029/2030 53.347 (12.601) 40.746 Five Year Total 291.215 (50.428) 240.787 4.1.13The planned investment will deliver against the ongoing commitment to improve housing for tenants and future tenants of Council homes and will support the delivery of wider Strategic Plan and Local Housing Strategy priorities, including: Providing a pipeline of construction work with opportunities for job creation, community benefits, training, and benefits to the local supply chain and the potential to lever in significant external investment. Providing a catalyst for engagement with local communities in the development and delivery of these ambitious plans through strong tenant participation mechanisms. Ensuring design and specification maximises opportunities to future proof homes including use of new technology to improve the health and wellbeing of tenants, the quality of housing, and helping improve the quality of people’s lives. Contributing to the Council’s place making agenda, providing a framework for improving the quality of the places where people live and supporting tenants to be actively involved in shaping change, impacting positively on the attractiveness of West Dunbartonshire as a place to live and encouraging economic investment. Improving the quality and appearance of neighborhoods and deliver a consistent and cost-effective approach to the maintenance and management of areas. Contributing to the achievement of climate change ambitions and the Council’s Climate Change Strategy and addressing fuel poverty using the highest standards of energy efficiency practices in new build construction and retrofit technologies. 4.2 HRA Financial Plan 4.2.1 The HRA requires a balanced budget which means budgeted rental income is sufficient to cover all anticipated revenue costs for operating and maintaining HRA properties including the borrowing costs associated with capital investment. Page 533
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4.2.2 The HRA’s financial environment is extremely challenging due to high inflation, public sector pay awards, and high borrowing costs. This has meant HRA reserves are forecast to be fully used by 31 March 2025 and there will be a required call on General Fund reserves to balance the HRA revenue budget. There is an opportunity to retain any notional HRA (Building Services) surplus within the HRA to help protect reserves for this account and ensure tenants are not placed in detriment. 4.2.3 HRA financial plans have been reviewed and updated for the period 2025/26 to 2029/30 to take account of planned capital investment, projected borrowing costs, and estimated changes to revenue costs and income. 4.2.4 The plan assumes an easing in inflationary pressures with CPI returning and remaining at the 2% Bank of England target by financial year 2026/27. It also assumes public sector pay pressures ease, however the recent increase to employer national insurance rates and the recent levels of public sector pay awards highlight the challenge in forecasting pay pressures. 4.2.5 One of the key financial challenges facing the HRA over the next five years is the increase in debt servicing costs because of the significant increase in HRA debt and associated borrowing costs. The assumption is the HRA will incur increasing debt servicing costs. 4.2.6 In considering debt affordability, our HRA financial plans looks at the percentage of HRA income that is required to fund debt servicing costs. This is an indicator of the stress that borrowing places on the remainder of the HRA revenue budget. When the decision was taken to retain all the housing stock in West Dunbartonshire the investment requirement needed to achieve the Scottish Housing Quality Standard, coupled with the historic HRA debt structure, recommended that the “debt affordability” percentage in West Dunbartonshire ideally does not exceed 50% in the medium to long term, and that the HRA should aim to have a surplus to generate CFCR (Capital Funded from Current Revenue) or a break-even revenue position. 4.2.7 The annual debt / income percentages under the most recent HRA financial model update highlight the strain that debt servicing costs place on the HRA revenue account and future rent increases. The council will aim to minimise its borrowing costs through proactive treasury management and by targeting efficiencies and cost reductions across HRA revenue and capital expenditure to ensure that future rent rises are kept as low as possible whilst delivering a balanced HRA budget and, over a period, replenishing HRA reserves to prudential levels. However, there may be a requirement to review the scope and scale of the HRA capital programme if the level of financial pressure being faced by the HRA cannot be reduced. 4.3 HRA Revenue Estimates and Rent Levels 4.3.1 The revenue estimates for 2024/25 are attached in summary form in Appendix 3 with a more detailed analysis explaining budget movements provided in Appendix 4. The estimates show an increase in expenditure of £4.887m in 2025/26. Page 534
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4.3.2 The Council is required to consider the level of weekly rent increase for the budget year 2025/26 and agree an appropriate rent that meets the estimated costs of providing the Housing Service as identified in Appendix 3. 4.3.3 In determining the level of weekly rent increase, consideration needs to be given to changing service demands and cost pressures as well as the requirements for investment as highlighted in the Housing Asset Management Strategy. The Council also needs robust financial planning and management to ensure it delivers on its investment commitments. 4.3.4 The required weekly rent increase contained within the attached HRA estimate is 8.0% (based on housing stock and occupancy levels), an average increase of £7.57 per week on a 52-week basis (£8.38 per week on a 47-week basis. 4.3.5 It is also recommended the Council increase rents at the Gypsy Travellers site at Dennystoun Forge, lock ups and garage sites and homeless temporary accommodation by 8.0%. It should be noted that an ongoing review is being undertaken with respect of lock ups and garage sites and this may include some future rent remodelling which if approved would be introduced during 2025/26. 4.4 Tenant Consultation 4.4.1 The Council has a statutory duty to consult tenants before increasing rents. The formal consultation was launched at a public meeting on 22 November where draft HRA spending plans for 2025/26 were presented. Information was also posted on the Council’s website at the same time. The consultation consisted of two rent increase options of 8.0% and 9.0%. Both options maintained current service levels and supported the ongoing delivery of the enhanced capital programme, with the 9.0% option also providing for an enhanced tenant support fund. 4.4.2 The formal consultation was open to all tenants and those residing in homeless temporary accommodation. A wide range of accessible consultation methods were chosen to gather the views of as many tenants as possible. Information was provided in a clear and understandable way with staff across Housing Services promoting the survey and explaining the two options to tenants. 4.4.3 A total of 1,669 completed responses were received – a response rate of 17%. Responses indicated an 80% preference for the 8.0% rent increase option, with 20% of respondents supporting the higher 9.0% increase. In addition, there were a further 26 tenant contacts (0.2% of tenants) to the Council indicating a refusal to participate in the rent consultation expressing concerns around affordability of the proposed increase. 4.5 Reserves 4.5.1 HRA reserves were £0.968m at the 31 March 2024 Page 535
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4.5.2 Council policy is to target a HRA prudential reserve of 2% of gross HRA expenditure. Based upon the recommended budget for 2025/26, this equates to a prudential reserve target of £1.162m (previously £1.064m). The increase in the prudential reserve target is therefore £0.098m for 2025/26. 4.5.3 HRA budgetary control reports to Council this year have consistently reported the HRA cost pressures in 2024/25. The main pressure is loan charges, where interest rates have remained elevated leading to a substantial increase and overspend in HRA debt interest payments. Furthermore, void house levels are greater than planned leading to overspends against void loss, abatement, and council tax budgets. Steps taken in year to mitigate cost pressures include the transfer or qualifying expenditure from the HRA repairs budget to the HRA capital account, tighter controls on spend including a reduced spend on ground maintenance services delivering an in-year saving of £62,000 and a reduction in overtime. Due to significant HRA budget pressures further work is ongoing with Ground Maintenance to make further savings in 25/26. As previously reported to Council, it is forecast that the HRA revenue account will have a significant funding deficit in 2024/25, the most recent forecast at the end of January is for a HRA deficit more than £1.3m in 2024/25, with the deficit being offset by using the remaining HRA reserves of £0.968m, with the balance of any deficit being met by a General Fund contribution which the Council would determine if this requires to be repaid and over what period. 4.5.4 In terms of the forward HRA reserve strategy, the aim is to replenish HRA reserves over the short term whilst balancing the need to keep rent rises as low as possible. The aim is to steadily rebuild HRA reserves so that the HRA can deal with any unforeseen financial pressures without any future recourse to the General Fund. Ensuring the HRA (Building Services) surplus remains within the HRA means this financial risk is addressed more quickly. 4.5.5 Future financial planning around the HRA will require the strategy adopted for the replenishment of the HRA reserves to be adopted to generate an ongoing CFCR contribution this will lead to lower borrowing requirements to deliver tenant priorities through the HRA Capital Investment Programme. 5 People Implications 5.1 There are no personnel issues. 6 Financial and Procurement Implications 6.1 The financial implications are as detailed within the report and appendices. The cost to notify tenants of the rent increase will be absorbed within existing budgets. Page 536
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6.2 All procurement activity carried out by the Council more than £50,000 is subject to a contract strategy. Contract strategies for the HRA Capital Investment Programme will be developed by the Corporate Procurement Unit in consultation with Housing Officers. The contract strategies will include, but is not limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise the positive social, economic, and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7 Risk Analysis 7.1 The key driver for determining rents for Council properties is the HRA investment plan. Failure to set rents consistent with the delivery of this plan will potentially result in insufficient funding being available to meet the aspirations highlighted above. 7.2 In producing the revenue budget, several assumptions have been made in relation to performance around the repairs budget, rent recovery and void levels. These issues will be closely monitored during 2025/26 and members advised of any significant variations that will impact materially on the sufficiency of the budget as proposed. 7.3 In terms of the capital programme, the main financial risk relates to whether inflation increases costs, resulting in cost increases and upward pressure on budgets 7.4 Ongoing budgetary control processes will monitor the above issues, and any issues will be reported to future council meetings for consideration. 8 Environmental Sustainability 8.1 Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9 Equalities Impact Assessment (EIA) 9.1 An EIA screening has been undertaken by officers and no issues were identified. 10 Consultation 10.1 The Council has a statutory requirement to conduct a rent consultation exercise. Details of the consultation can be seen in Appendix 5. Page 537
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10.2 A HRA budget scrutiny group (Joint Rent Group) is now well- established involving tenant representatives. This group meet with officers and the Convenor bi-monthly and examines the HRA to ensure increased transparency and to respond to tenant enquiries about the value for money offered to tenants. 11 Strategic Assessment 11.1 The proposals contained in this report directly address all the Council’s strategic priorities. The investment in and provision of attractive affordable housing will also indirectly support the objective of economic growth and employability through supporting employment and improving place attractiveness. 11.2 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. Peter Barry Chief Officer - Housing and Employability 5 March 2025 Person to Contact: Jim McCarron – Finance Business Partner 16 Church Street, Dumbarton, G82 QL, e-mail: james.mccarron@west-dunbarton.gov.uk John Kerr – Housing Development and Homelessness Manager E-mail: john.kerr@west-dunbarton.gov.uk Appendices: Appendix 1: HRA Capital Projects Forecast Outturn and Slippage 2024/25 Appendix 2: HRA Capital Investment Plan 2025/26 – 2029/30 Appendix 3: HRA Draft Revenue Estimate 2025/26 Summary Appendix 4: HRA Draft Revenue Estimate 2025/26 Explanation of Movements Appendix 5: Consultation Summary Background Papers: EIA screening Wards Affected All Page 538
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA CAPITAL INVESTMENT PROGRAMME CAPITAL PROJECTS FORECAST OUTTURN Capital Expenditure 2024/25 Forecast Outturn £000 2024/25 Estimate £000 2024/25 Variance £000 Other Capital Special Needs Adaptations 500 655 (155) Capitalised Minor Works 4,100 3,000 1,100 Better Homes Priority Budget 975 705 270 Environmental Sensors Programme 2,000 2,000 0 Housing CCTV Installation Programme - 750 (750) Housing Management System Development 21 21 - Gypsy Travellers Site 46 34 12 Airport Noise - - - Other Capital Expenditure 7,642 7,165 477 Major Component Replacements Targeted SHQS /EESSH compliance works 6,500 6,537 (37) External Component Renewal - Roofs 1,700 2,500 (800) Doors/Windows Component Renewals 5,000 5,011 (11) External Stores / Garages / Bin Stores 20 47 - 27 Secure entry component renewals 20 47 - 27 Statutory / Regulatory Compliance Works 22 294 (272) Heating Improvement Works 2,200 1,900 300 Energy Improvements / Energy Efficiency Works - 57 - 57 Modern Facilities & Services - Kitchen, Bathroom & Showers 4,100 3,402 698 Major Component Replacement Expenditure 19,562 19,795 (233) Void House Refurbishment Void house refurbishment programme 5,300 4,902 398 Void House Refurbishment Expenditure 5,300 4,902 398 Structural & Environmental Defective structures/component renewals 919 712 207 Environmental Renewal - Paths & Environment 936 1,068 (132) Asbestos Management Works 150 237 - 87 Multi Storey Flat Strategy 50 750 (700) Structural & Environmental Expenditure 2,055 2,767 (712) Support Cost Direct Project Support 2,761 2,761 - Support Cost Expenditure 2,761 2,761 0 Affordable Supply Programme Buy Backs 4,670 4,670 - Demolition Programme 485 485 0 Contingency - 100 (100) Clydebank East 11,235 9,700 1,535 Pappert 7,566 9,653 (2,087) Mount Pleasant 4,311 4,396 (85) 7-9 Gilmour Avenue 497 534 (37) Willox Park Phase 1 1,463 2,500 (1,037) Bank Street 106 518 (412) Bonhill Gap Sites 190 514 (324) Clydebank Health Centre 390 390 - Silverton - Smollett 20 429 (409) Silverton - Dumbuie 4 - 4 Queen Mary Avenue 10 120 (110) Queens Quay Site C - 1,000 (1,000) Dennystoun Forge – New Build 50 250 (200) Future New Build & Related Regeneration Projects - 515 (515) Affordable Supply Programme - Fees, Staffing Costs 400 500 (100) Affordable Supply Programme Expenditure 31,397 36,274 (4,877) Total Expenditure 68,717 73,664 (4,947) CAPITAL RESOURCES 2024/25 Forecast Outturn £000 2024/25 Budget £000 2024/25 Variance £000 New Build Grant (6,800) (7,144) 344 Buy Back Grant (2,417) (2,858) 441 Others (1) (1) - Total Resources (9,218) (10,003) 785 Prudential Borrowing 59,499 63,661 (4,162) Page 539
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA CAPITAL INVESTMENT PROGRAMME FINANCIAL YEAR 2025-30 DRAFT Capital Expenditure 2025-26 Annual Estimate £000 2026/27 Annual Estimate £000 2027/28 Annual Estimate £000 2028/29 Annual Estimate £000 2029/30 Annual Estimate £000 Other Capital Special Needs Adaptations 668 721 739 757 776 Capitalised Minor Works 3,715 2,908 2,000 2,000 2,000 Better Homes Priority Budget 275 225 225 225 225 Environmental Sensors Programme 2,000 2,000 2,000 1,897 - Housing CCTV Installation Programme 750 - - - - Housing Management System Development 10 10 10 10 10 Gypsy Travellers Site 15 - - - - Airport Noise - 96 - - - Other Capital Expenditure 7,433 5,960 4,974 4,889 3,011 Major Component Replacements Targeted SHQS /EESSH compliance works 6,628 6,720 6,815 5,000 5,000 External Component Renewal - Roofs 2,550 2,601 2,653 2,700 2,700 Doors/Windows Component Renewals 4,985 5,128 5,176 3,925 3,976 External Stores / Garages / Bin Stores 48 49 50 50 50 Secure entry component renewals 100 100 100 100 100 Statutory / Regulatory Compliance Works 594 125 127 130 130 Heating Improvement Works 2,268 2,339 2,363 2,388 2,413 Energy Improvements / Energy Efficiency Works 58 59 60 60 60 Modern Facilities & Services - Kitchen, Bathroom & Showers 3,650 3,650 3,200 1,650 1,650 Major Component Replacement Expenditure 20,881 20,771 20,544 16,003 16,079 Void House Refurbishment Void house refurbishment programme 5,258 3,485 3,596 3,709 3,825 Void House Refurbishment Expenditure 5,258 3,485 3,596 3,709 3,825 Structural & Environmental Defective structures/component renewals 800 864 886 908 931 Environmental Renewal - Paths & Environment 1,000 1,072 1,096 1,121 1,147 Asbestos Management Works 242 247 250 250 250 Multi Storey Flat Strategy 1,720 1,040 1,061 1,235 1,200 Structural & Environmental Expenditure 3,762 3,223 3,293 3,514 3,528 Support Cost Direct Project Support 3,100 3,410 3,478 3,548 3,619 Support Cost Expenditure 3,100 3,410 3,478 3,548 3,619 Affordable Supply Programme Buy Backs 4,380 4,462 4,545 4,000 4,000 Demolition Programme - - 250 250 - Contingency 102 104 106 108 110 Clydebank East 25 887 - - - Pappert 440 263 - - - Mount Pleasant 265 75 - - - 7-9 Gilmour Avenue 60 - - - - Willox Park Phase 1 3,352 96 - - - Bank Street 6,712 234 - - - Bonhill Gap Sites 11,285 847 - - - Clydebank Health Centre 400 10,000 4,000 - - Silverton - Smollett 362 640 160 - - Silverton - Dumbuie 543 960 240 - - Queen Mary Avenue 180 4,400 - - - Queens Quay Site C - - - 1,200 6,000 Dennystoun Forge – New Build 400 3,550 - - - Future New Build & Related Regeneration Projects 1,500 7,000 7,000 7,000 13,000 Affordable Supply Programme - Fees, Staffing Costs 150 165 168 172 175 Affordable Supply Programme Expenditure 30,156 33,683 16,469 12,730 23,285 Total Expenditure 70,590 70,532 52,354 44,392 53,347 CAPITAL RESOURCES New Build Grant (12,323) (8,900) (2,800) (3,800) (10,600) Buy Back Grant (3,000) (3,000) (2,000) (2,000) (2,000) Others (1) (1) (1) (1) (1) Total Resources (15,324) (11,901) (4,801) (5,801) (12,601) Prudential Borrowing 55,266 58,631 47,553 38,591 40,746 Page 540
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Housing Revenue Estimates - 2025/2026 ( Summary Position) Appendix 3 2024/25 Forecast £000 2024/25 Estimates £000 2025/26 Estimates £000 Movement in Estimate £000 Expenditure Employee Costs 7,467 7,661 7,855 194 Property Costs 2,582 2,600 2,489 (111) Transport Costs 158 148 153 5 Supplies, Services and Admin 437 406 418 12 Support Services 2,633 2,788 2,584 (204) Other Expenditure 568 330 420 90 Repairs & Maintenance 12,394 15,208 13,081 (2,127) Bad Debt Provision 1,002 876 1,119 243 Void Loss (Lost rents / Council tax payments ) 1,338 1,109 831 (278) Loan Charges 26,041 22,092 29,155 7,063 Total Expenditure 54,620 53,218 58,105 4,887 Income House Rents (51,144) (51,049) (55,964) (4,915) Lockup Rents (217) (215) (232) (17) Factoring/Insurance Charges (1,555) (1,555) (1,588) (33) Other rents (116) (130) (137) (7) Interest on Revenue Balance (146) (146) (100) 46 Miscellaneous Income (124) (123) (123) - Total Income (53,302) (53,218) (58,144) (4,926) Net Expenditure 1,318 - (39) (39) Transfer to / from HRA Reserves (968) - 39 39 Transfer to / from General Fund (350) - - - Page 541
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Housing Revenue Estimates - 2025/2026 APPENDIX 4 2023/24 Outturn £000 2024/25 Forecast £000 2024/25 Estimate £000 2025/26 Estimate £000 Movement in Estimate £000 Comments on Movement in Estimate >£50,000 Expenditure Employee Costs 8,037 7,467 7,661 7,855 194 Pay inflation ( 3.2% pay award estimated for 25/26 ) Increased employer national insurance contribution. Property Costs 2,518 2,582 2,600 2,489 (111) Reduced electricity prices following steep increases over the past 2 years Transport Costs 153 158 148 153 5 Supplies, Services and Admin 408 437 406 418 12 Support Services 2,766 2,633 2,788 2,584 (204) Reduced central support allocation charge following a review during 2025/26. Other Expenditure 801 568 330 420 90 Increase in the abatement budget to reflect current need. Repairs & Maintenance 15,063 12,394 15,208 13,081 (2,127) Increased transfer of qualifying expenditure to the HRA capital account. Reduction in the Electrical Installation Condition Report budget reflecting a reduced volume of work as more properties achieve compliance. Bad Debt Provision 1,094 1,002 876 1,119 243 Increased bad debt provison to reflect the planned rent increase and to provide for challenges rceovering rechargeable repair debt. Void Loss (Lost rents / Council tax payments ) 1,518 1,338 1,109 831 (278) Reduced budgets to reflect improved void performance, lower void numbers and fewer long term voids. Loan Charges 19,422 26,041 22,092 29,155 7,063 Large increase in borrowing costs due to high interest rates and increased HRA capital debt. Interest rates / debt financing costs are expected to reduce over the medium term. Total Expenditure 51,780 54,620 53,218 58,105 4,887 Page 542
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Housing Revenue Estimates - 2025/2026 APPENDIX 4 2023/24 Outturn £000 2024/25 Forecast £000 2024/25 Estimate £000 2025/26 Estimate £000 Movement in Estimate £000 Comments on Movement in Estimate >£50,000 Income House Rents (47,954) (51,144) (51,049) (55,964) (4,915) 8.0% rent increase plus additional income from new build properties and recent property buybacks. Lockup Rents (211) (217) (215) (232) (17) 8.0% rent increase Factoring/Insurance Charges (1,499) (1,555) (1,555) (1,588) (33) Annual fee increase applied Other rents (121) (116) (130) (137) (7) 8.0% rent increase Interest on Revenue Balance (199) (146) (146) (100) 46 Reduced interest earned on cash balances as HRA reserves are fully used. Miscellaneous Income (130) (124) (123) (123) - Total Income (50,114) (53,302) (53,218) (58,144) (4,926) Net Expenditure 1,666 1,318 - (39) (39) Transfer to / from HRA Reserves (1,666) (968) - 39 39 Small surplus transferred to HRA reserves Transfer to / from Gen Fund Reserves - (350) - - - Page 543
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Appendix 5 Housing Services Consultation Recording Sheet Housing Service …Housing Development & Homelessness team Person/s responsible: Jim McCarron and Jane Mack Consultation Start date: 22/11/24 End Date 31/1/25 Consultation criteria Steps taken 1. The name of consultation / participation exercise Rent setting consultation 2025-26 2. Its aims and objectives To gather tenant views on 2 proposed rent options for 2025/26. Option 1. 8.0% increase (average weekly increase of £7.60). · Maintaining all current services that tenants receive · Delivering our Capital programme of housing investment including the enhanced programme developed with tenants which included the expansion of our CCTV infrastructure · Continuing our New Build housing programme · A Tenant Priority Budget of £200k for tenant led improvements. Option 2. 9% increase (average weekly increase of £8.55). This option is as Option 1, plus: · A new Tenant Assistance Fund of £500k to support tenants in most need to help with their housing costs, provide direct assistance to avoid rent arrears and sustain their tenancies. 3. Who did you invite/include? The consultation was open to all tenants and those residing in homeless temporary accommodation. The consultation was launched at a public meeting on 22/11/24 in Church Street which was open to all tenants and was widely publicised. A copy of the presentation given and information on the options being consulted on was also posted on the Council’s Page 544
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2 Consultation criteria Steps taken website so that it was freely available. An online evening meeting was also provided on 09/1/25, 7pm via Zoom. 4. What methods did you use to promote/invite stakeholders to get involved? (e.g. letters, posters, website) The public meeting to launch the consultation was advertised on the Council’s events webpage, intranet, Tenant Participation Facebook account as well as a direct invite sent to all TRAs, the WDTRO, Sheltered Housing Forum members and tenants on the Interested Tenant Register. Information on the rent options was sent out with the Winter edition of the Housing News on 15/12/24 with information detailing the rationale behind the options and detail of each option. Also included was a free-post voting card that could be used to vote as well as details of how to vote online, by phone, by text or email. The survey was also promoted regularly through the Council’s webpages and social media as well as on our Tenant Participation Facebook account. Email and text reminders were also sent via QL to tenants with contact details. Posters promoting the consultation with information on the ways to vote were put up in Multi-storey flat noticeboards. WDC intranet was also used to encourage WDC staff who are also tenants, to vote. Housing officers and Homeless support officers were also sent a briefing note on the consultation details and asked to encourage their tenants to vote. 5. Who actually took part? (Number of individuals and or number of tenant organisations represented) A total of 1669 tenants responded and voted for their preferred option in the survey giving a response rate of 16.6%. This is less than the number of responses received last year (1724 responses which equated to a 17.3% response rate). 6. What method(s) did you use to obtain their views? (e.g. focus/working group, newsletter, survey) Why did you choose this method(s)? A quick and easy survey was used to gather tenant’s views. All tenants were encouraged to vote for their preferred rent option with a range of voting methods offered to make it as easy as possible (free-post voting card, online survey, text and email options). Page 545
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3 Consultation criteria Steps taken This method was chosen to gather the views of as many tenants as possible in a clear and most accessible way possible. The information provided was presented in as clear and understandable way as possible and made available online for any tenant to refer to and paper copies made available on request. We also used staff to promote the survey and to encourage dialogue with tenants and to explain the options being considered. The Tenant Participation Officer’s contact details were also provided for tenants to ask any questions and a number of tenants got in touch. 7. What good practice or minimum standards can you evidence as part of your consultation? A 10 week consultation period was used to collect views which is longer than the statutory 8 weeks but as we had to consult over the Christmas period it was reasonable to provide more time for tenants to participate. Freepost voting cards, phoning, text and email options were made available to all tenants as well as the online survey so that tenants could use a method they were most comfortable with and at no cost. All financial information was presented as clearly and understandably as possible as well as being available on-line for public scrutiny. 8. What was the outcome of the consultation? A total of 10,049 households were contacted and the 1669 responses received represents a response rate of 16.6%. Of the responses received, Option 1 (8% increase) got 1342 votes = 80.4% Option 2 (9% increase) got 327 votes = 19.6% The clear preference of the tenants who participated was for Option 1, the 8% increase and this will be recommended to the Council for approval as the rent increase for 2025/26. 9. How did you feedback to participants the outcome? Once the 5 March Council meeting has concluded, the survey results and final rent setting decision will be reported in the Spring Housing News, on the Council webpages and through the TP Facebook account. All rent increases must be notified to tenants in writing with 28 days’ notice so all tenants will be advised of the rent increase Page 546
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4 Consultation criteria Steps taken and how much the increase means for their own weekly and annual rent charge. 10. How did tenant involvement influence your consultation? Due to the financial pressures of increased costs on the Housing Revenue Account, there was increased pressure for the financial estimates that the rent consultation was based on to be as accurate as possible. Unfortunately, this meant that this year there was not enough time to develop possible rent options in conjunction with tenant representatives. The focus was on keeping the rent increase options as low as possible, with an option of a higher increase designed to assist tenants most in need. Whilst this did mean less tenant involvement in developing the actual options, the rent setting consultation practices that we have developed over the last few years were still put into place in terms of promoting and making the consultation as accessible as possible. We have continued to increase tenant understanding and provide the opportunity to scrutinise the HRA through our Joint Rent Group which includes tenant volunteers, housing staff and the Housing Convener. The Joint Rent Group has also helped make the financial information being presented via rent setting consultation as clear and understandable as possible so tenants can make informed choices. Involvement was promoted by additional text and email reminders that we can send from QL now that we hold more contact details for tenants. This has helped increase response rates over the last 2 years and means that more tenants are having their say on this important issue. 11. Are you able to demonstrate this? Yes - rent setting communications and information on webpages. 12. How have you demonstrated to tenants that involvement made a difference? The preferred option from the consultation exercise is for the 8% rent increase and that is the recommendation being made to be considered by Councilors. Page 547
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5 Consultation criteria Steps taken Tenant involvement in the rent setting process will be promoted in the spring edition of the Housing News and used to help encourage more tenant involvement and reiterate the influence they can have on this important issue. 13. Did you check with participants that they were happy with the opportunities given to make their views known and that they felt that we listened and acted upon them? There was a small decrease in responses, 1669 compared to 1724 last year which was disappointing. The TP officer’s contact details were given on promotion material and a number of tenants contacted mainly concerned that there wasn’t a ‘no increase’ option or about the level of the proposed increases. Some also voiced concerns that voting won’t change the outcome. In total 26 tenants actively refused to vote for either option after opening the survey and many added comments about concerns around affordability of any increase. Additional information and reassurance regarding the process was provided where possible. 14. What worked well, what didn’t work well – or any other comments you have. Our response rate was helped by the extended consultation period and by additional text and email reminders that we can send from QL where we now hold more contact details for tenants. There was a spike in voting after the text and email reminders were sent each time so was an effective way of prompting tenants to vote. Facebook reminders about the survey were also used and got good reaches. 189 freepost voting cards were returned which is more than last year (120) and means that this is still a preferred method of voting for a reasonable amount of people. Access to the voting cards also relied on people opening up the Housing News– previously were sent out as a specific mailing but including with the Housing News is more cost effective. All the negative comments received about the consultation were in relation to the affordability of any rent increase. WDC has one of the highest local authority rent charges in Scotland and affordability is a concern for tenants but also for the Council as a housing provider. Page 548